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Strategic advantages can be ramped up, much faster through inorganic route, especially in the emerging technology areas. Technology is changing so fast, that building it in-house is always a challenge. Acquiring great talent without direct business will sap their motivation and will be difficult to retain them for long. It will be difficult to build the trust of customers for getting business without capabilities. Hence searching for ventures that match the corporate mandate and solve organization problem statements, can be a great fit. Routes are multiple.

Generate additional revenue / profit by incubating innovation or complementary business ideas & developing them as new SBUs or integrating with existing SBUs.

Acquiring startups can also be for new technology capability and licensing their technology products & manpower.

Yet another use case is to promote use of company’s technology platform by leveraging the acquired startup.

Organizations are searching, monitoring, and investing in startups, especially in areas of Horizon 3 (36 to 60 months). Post that, decisions are taken to merge, hive-off or sell. Meanwhile, invested startups are kept at arm’s length, so that they

  • Take their decisions faster and as per market conditions
  • Compete to build full potential of the capabilities of their technology and domain
  • Keep the founder team motivated, like before the investment

Investment in the startups need a fitment analysis, from the perspective of corporate culture and strategic. Finding appropriate start-ups could be like looking for a needle in the hay stack and can be tedious.

Open2Innovation and StartupBoard’s network of over 5000 startups can help identification of mature businesses for consideration. If you are interested in leveraging it, drop a message.

Have queries?

We shall be happy to answer, engage and work together with you.

 

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