Boardroom 3: Unlocking the Value from start-ups- A Corporate view

Terms of use

Terms of Use

The use of this site and the content contained therein is governed by the Terms of Use. When you use this site you acknowledge that you have read the Terms of Use and that you accept and will be bound by the terms hereof and such terms as may be modified from time to time.

All text, graphics, audio, design and other works on the site are the copyrighted works of nasscom unless otherwise indicated. All rights reserved.
Content on the site is for personal use only and may be downloaded provided the material is kept intact and there is no violation of the copyrights, trademarks, and other proprietary rights. Any alteration of the material or use of the material contained in the site for any other purpose is a violation of the copyright of nasscom and / or its affiliates or associates or of its third-party information providers. This material cannot be copied, reproduced, republished, uploaded, posted, transmitted or distributed in any way for non-personal use without obtaining the prior permission from nasscom.
The nasscom Members login is for the reference of only registered nasscom Member Companies.
nasscom reserves the right to modify the terms of use of any service without any liability. nasscom reserves the right to take all measures necessary to prevent access to any service or termination of service if the terms of use are not complied with or are contravened or there is any violation of copyright, trademark or other proprietary right.
From time to time nasscom may supplement these terms of use with additional terms pertaining to specific content (additional terms). Such additional terms are hereby incorporated by reference into these Terms of Use.

Disclaimer

The Company information provided on the nasscom web site is as per data collected by companies. nasscom is not liable on the authenticity of such data.
nasscom has exercised due diligence in checking the correctness and authenticity of the information contained in the site, but nasscom or any of its affiliates or associates or employees shall not be in any way responsible for any loss or damage that may arise to any person from any inadvertent error in the information contained in this site. The information from or through this site is provided "as is" and all warranties express or implied of any kind, regarding any matter pertaining to any service or channel, including without limitation the implied warranties of merchantability, fitness for a particular purpose, and non-infringement are disclaimed. nasscom and its affiliates and associates shall not be liable, at any time, for any failure of performance, error, omission, interruption, deletion, defect, delay in operation or transmission, computer virus, communications line failure, theft or destruction or unauthorised access to, alteration of, or use of information contained on the site. No representations, warranties or guarantees whatsoever are made as to the accuracy, adequacy, reliability, completeness, suitability or applicability of the information to a particular situation.
nasscom or its affiliates or associates or its employees do not provide any judgments or warranty in respect of the authenticity or correctness of the content of other services or sites to which links are provided. A link to another service or site is not an endorsement of any products or services on such site or the site.
The content provided is for information purposes alone and does not substitute for specific advice whether investment, legal, taxation or otherwise. nasscom disclaims all liability for damages caused by use of content on the site.
All responsibility and liability for any damages caused by downloading of any data is disclaimed.
nasscom reserves the right to modify, suspend / cancel, or discontinue any or all sections, or service at any time without notice.

For any grievances under the Information Technology Act 2000, please get in touch with Grievance Officer, Mr. Anirban Mandal at data-query@nasscom.in.

New

See all

No notification found.

Boardroom 3: Unlocking the Value from start-ups- A Corporate view

communityadmin

@communityadmin

May 6, 2019

NTLF Forum2019 NTLF

1753

Ganesh Natrajan, Executive Chairman and Founder of 5F World

Ganesh Natrajan,
Executive Chairman and Founder of 5F World

Themes of Discussion:

– How can smaller companies scale and partner with larger companies?
– Is there a value for large companies to engage with start-ups? How do we engage?
– What are the Best practices and Dos and Donts while engaging with start-ups
– What do members in the discussion believe start-ups and young entrepreneurs can do faster, better, cheaper and more innovatively when compared to doing it in large organizations.

What fundamentally differentiates start-ups from large organization?

– Large companies begin with resource allocation rather than looking at areas of problem they looking to address. Start-ups can focus on problem statement, which is more exciting.

Potential Areas of Collaboration
– Larger companies and especially mid companies, with limited budgets, can look to start-ups as their nimble and innovative partner which helps them in outsourcing R&D and new solution development.
– Large companies could provide a sandbox for start-ups to implement their solutions and even invest in start-ups (Invest in 10 start-ups, 8 fail, 2 succeed and take them off – a ROI approach)
– Mostly Start-ups are not fully aware about the complexities of the market in which they enter. Despite which they look to create value. Large companies can hand-hold these start-ups to take the product/service to the masses.
– Large companies are willing to invest in start-ups and fail rather than doing it internally. It is much easier to do it that way. Incubation centres are a strategic move by large corporations to harness the power of innovation globally.
– Due to agile nature of start-ups, large companies can look to contract start-ups to address customer issues relatively quicker when compared to having internal team address the same issue. (Models: Joint IP, System Integrator or own a stake in the start-up)
– A leading online payments company used India’s start-up ecosystem for product discovery/market research to identify a product best suited for India market.
– One of the world’s largest retailers gave access to Data and other assets to start-ups to help them train their AI algorithms.
– Joint go-to market to address large company’s customer problem.

Use cases:
– A leading NBFC has worked with a large software major to identify multiple start-up hotbeds across the world like Israel, the US, Singapore, London and India and set-up a formal process to identify start-ups who could participate in their ecosystem.
– Many of the GICs in India are open to partner with the start-up eco-syste,m.
– Large software firms are also beginning to support and invest in start-ups and take them to market with their solutions

Challenges
– Scaling a start-up beyond the point where solving the initial problem on which the start-up was formed becomes both difficult and challenging.
– Biggest Challenge for large companies to associate with start-ups is that of mentorship. Most companies fail to mentor the start-up founding team to drive them in the right direction.
– Certain amount of maturity is required from large companies to look at start-ups. Most companies are plagued with regulatory framework and gatekeepers that prevent the start-ups to move. Large companies need to have a strong tech mindset and support innovation at the start-up level..

Other Points
– Start-ups are more willing to experiment and without worrying on scalability. This approach allows them to be more innovative.
– Start-ups have higher risk appetite than large companies. They keep adapting and re-inventing during the progress.
– Large companies have institutionalized mindsets while start-ups have beginner mindset. Most large companies approach problem as we’ve already addressed it.
– An Indian IT major uses innovative solutions offered by start-ups for addressing internal issues and/or efficiency improvement.
– To look at Start-ups, Large companies need to develop a culture that foster innovations.

What is expected of Nasscom?

– Many large companies are still wanting to learn various ways to associate and engage with start-ups. They have joined India Angel Network not to invest but to learn.
– NASSCOM can be a valuable bridge between large and small and pave the way for a global exemplar in collaborative innovation.

NASSCOM start up Ganesh Natrajan NBFC

Disclaimer

That the contents of third-party articles/blogs published here on the website, and the interpretation of all information in the article/blogs such as data, maps, numbers, opinions etc. displayed in the article/blogs and views or the opinions expressed within the content are solely of the author's; and do not reflect the opinions and beliefs of NASSCOM or its affiliates in any manner. NASSCOM does not take any liability w.r.t. content in any manner and will not be liable in any manner whatsoever for any kind of liability arising out of any act, error or omission. The contents of third-party article/blogs published, are provided solely as convenience; and the presence of these articles/blogs should not, under any circumstances, be considered as an endorsement of the contents by NASSCOM in any manner; and if you chose to access these articles/blogs , you do so at your own risk.