NZ Playbook - User contributions [en]

Feb 2018 Retreat Participants

2021-12-02T05:08:58Z

Dan: Created page with "'''Corporate Executives''' *Andrew Goodin, Chief Digital Officer - Zespri International *Carolyn Luey, GM Enterprise Solutions & New Zealand - MYOB *Catherine Tardif, GM Strategy & New Ventures - Foodstuffs North Island *Mytheryi Ragavan, Head of Digital Innovation - Vector *Sonya Crosby, Advisor and former Chief Innovation Officer - SkyCity Entertainment Group '''Startup Founders''' *Aaron McDonald, Co-Founder - Centrality *Jason Gleason, CEO - 8Wire *Jessica Manins,..."

'''Corporate Executives'''
*Andrew Goodin, Chief Digital Officer - Zespri International
*Carolyn Luey, GM Enterprise Solutions & New Zealand - MYOB
*Catherine Tardif, GM Strategy & New Ventures - Foodstuffs North Island
*Mytheryi Ragavan, Head of Digital Innovation - Vector
*Sonya Crosby, Advisor and former Chief Innovation Officer - SkyCity Entertainment Group

'''Startup Founders'''
*Aaron McDonald, Co-Founder - Centrality
*Jason Gleason, CEO - 8Wire
*Jessica Manins, CEO - Mixt
*Manu Caddie, Managing Director - Hikurangi Enterprises
*Paul Spence, Co-Founder - Polyanio
*Rachel Strevens, Founder and CEO - Invsta & Ilumony

'''Facilitators'''
*Dan Khan, Co-Founder & Programme Lead - ZeroPoint Ventures
*Jane Treadwell-Hoye, Co-Founder & Corporate Lead - ZeroPoint Ventures
*Kerry Topp, Associate Director Transformation & Innovation - Datacom
*Taryn Ellis, Innovation Community Catalyst - Datacom

Photos

2021-12-02T05:08:26Z

Dan: Created page with "<gallery widths=250px heights=250px perrow=5> File:PerfectWorld.jpg|'''Perfect World''' File:HorizonsDraft.jpg|'''Horizons Draft''' File:timeframes.jpg|'''Dating Draft''' File:EngagementCanvasDraft.jpg|'''Engagement Canvas Draft''' File:PartneringCanvasDraft.jpg|'''Partnering Canvas Draft''' File:NZPlaybookIdeas.jpg|'''NZ Playbook Sticky Storm''' File:GroupWork1.jpg|'''Group Work1''' File:GroupWork2.jpg|'''Group Work2''' File:GroupWork3.jpg|'''Group Work3''' File:GroupWo..."

<gallery widths=250px heights=250px perrow=5>
File:PerfectWorld.jpg|'''Perfect World'''
File:HorizonsDraft.jpg|'''Horizons Draft'''
File:timeframes.jpg|'''Dating Draft'''
File:EngagementCanvasDraft.jpg|'''Engagement Canvas Draft'''
File:PartneringCanvasDraft.jpg|'''Partnering Canvas Draft'''
File:NZPlaybookIdeas.jpg|'''NZ Playbook Sticky Storm'''
File:GroupWork1.jpg|'''Group Work1'''
File:GroupWork2.jpg|'''Group Work2'''
File:GroupWork3.jpg|'''Group Work3'''
File:GroupWork4.jpg|'''Group Work4'''
</gallery>

File:GroupWork4.jpg

2021-12-02T05:08:05Z

Dan:

File:GroupWork3.jpg

2021-12-02T05:07:53Z

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File:GroupWork2.jpg

2021-12-02T05:07:43Z

Dan:

File:GroupWork1.jpg

2021-12-02T05:07:33Z

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File:NZPlaybookIdeas.jpg

2021-12-02T05:07:20Z

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File:PartneringCanvasDraft.jpg

2021-12-02T05:07:05Z

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File:EngagementCanvasDraft.jpg

2021-12-02T05:06:49Z

Dan:

File:Timeframes.jpg

2021-12-02T05:06:36Z

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File:HorizonsDraft.jpg

2021-12-02T05:06:21Z

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File:PerfectWorld.jpg

2021-12-02T05:06:04Z

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Tools and Resources

2021-12-02T05:02:01Z

Dan: Created page with "=='''All to Contribute'''== <gallery widths=250px heights=250px perrow=5> File:Horizons.jpg|'''Horizons''' File:scouting.jpg|'''Scouting''' File:Dating.jpg|'''Dating''' File:Engagement.jpg|'''Engagement''' File:LeanCanvas.jpg|'''Partnering Canvas''' </gallery>"

=='''All to Contribute'''==
<gallery widths=250px heights=250px perrow=5>
File:Horizons.jpg|'''Horizons'''
File:scouting.jpg|'''Scouting'''
File:Dating.jpg|'''Dating'''
File:Engagement.jpg|'''Engagement'''
File:LeanCanvas.jpg|'''Partnering Canvas'''
</gallery>

Stages of Engaging - Engagement

2021-12-02T05:01:26Z

Dan: Created page with "'''The Engagement Stage''' involves consideration of the maturity of the relationship type and the outcomes sought by both parties. Deciding whether you are merely creating a creator/supplier agreement to enhance and existing product; or offering a new product into the corporate range of offerings; or jumping the curve and delivering a truly innovative new model will require different approaches. '''What Does Success Look Like? ''For Founders and Startups'' * Acquisiti..."

'''The Engagement Stage''' involves consideration of the maturity of the relationship type and the outcomes sought by both parties. Deciding whether you are merely creating a creator/supplier agreement to enhance and existing product; or offering a new product into the corporate range of offerings; or jumping the curve and delivering a truly innovative new model will require different approaches.

'''What Does Success Look Like?

''For Founders and Startups''
* Acquisition/exit 100%
*Partial exit
*Revenue share
*Social impact
*Environmental wins
*Grow faster
*Speed to market

''For Corporates''
*Increased revenue
*Diversification
*Increase capital valuation
*Grow customer base
*Add capability
*Culture change
*Social licence

'''ENGAGEMENT MODEL'''
[[File:Engagement.jpg|800px]]

'''FACILITATOR COMMENTARY'''
''The importance of the Scouting and Dating Stages become evident here. By this stage, both parties should be aligned, have clear expectations of what is partnership will deliver and know which horizon level they are chasing. Using a lean startup approach to the project also enables the learn, validate, pivot and review cycle of the engagement sprint to operate at speed.''

File:Engagement.jpg

2021-12-02T05:01:14Z

Dan:

Stages of Engaging: Dating

2021-12-02T05:00:26Z

Dan: Created page with "'''Problem Statement:''' How do we move from introduction to commitment (or not) in the shortest timeframe while giving sufficient information, confidence and detail to move to the next stage? '''The Answer:''' Dating '''What Does Success Look Like?''' ''For Founders and Startups'' *Aligned values *Clear end game *Clearly defined product/scope/requirements *Financially viable *Firm commitment to partner ''For Corporates'' *All of above AND confident in discovery and..."

'''Problem Statement:''' How do we move from introduction to commitment (or not) in the shortest timeframe while giving sufficient information, confidence and detail to move to the next stage?

'''The Answer:''' Dating

'''What Does Success Look Like?'''

''For Founders and Startups''
*Aligned values
*Clear end game
*Clearly defined product/scope/requirements
*Financially viable
*Firm commitment to partner

''For Corporates''
*All of above AND confident in discovery and assessment phase

'''Guiding Principles'''
#Honest and transparent discussions
#Be realistic about constraints
#Stay engaged in the process*#Leave every interaction with a commitment to ‘clear’ next steps
#Minimum ‘needed’ to get to next stage eg documentation

'''Timeframe'''
[[File:Dating.jpg|800px]]

'''Partnering Lean Canvas'''
[[File:LeanCanvas.jpg|800px]]

'''FACILITATOR COMMENTARY'''
''Clearly identifying the information needed to have meaningful conversations so as to avoid time wasting on both sides was seen as critical. Building on the Scouting Stage, Dating gets down to the setting of clear expectations, aligning vision and values and setting realistic time boundaries.''

File:LeanCanvas.jpg

2021-12-02T05:00:13Z

Dan:

File:Dating.jpg

2021-12-02T05:00:00Z

Dan:

Stages of Engaging - Scouting

2021-12-02T04:58:46Z

Dan: Created page with "'''Scouting''' is the stage where discovery, information harvesting and knowledge acquisition in a pre-engage phase becomes critical. A landscape scan and key materials are gathered to then lead into the Dating Stage of Engagement. '''What Does Success Look Like for Both Corporates and Startups?''' *Easily find and search opportunities *Easily know if the ‘fit’ is right thereby saving time and money '''Basics''' *How do we know/find out about each other? *How do we..."

'''Scouting''' is the stage where discovery, information harvesting and knowledge acquisition in a pre-engage phase becomes critical. A landscape scan and key materials are gathered to then lead into the Dating Stage of Engagement.

'''What Does Success Look Like for Both Corporates and Startups?'''
*Easily find and search opportunities
*Easily know if the ‘fit’ is right thereby saving time and money

'''Basics'''
*How do we know/find out about each other?
*How do we know how the other thinks?
*How do we know what problems we each have?

'''Resources'''
*Links to industry players
*Links to social content
*Templates
*Canvas
*Legal documents
*Financial models
*Engagement models
*Checklists

'''Prepare to Engage'''
*Checklist - Corporate
*Checklist - Startup
*Basic Bio
*Problem defined
*Mandate to act

[[File:Scouting.jpg|800px]]

'''FACILITATOR COMMENTARY'''
''The need to better understand the ecosystem landscape and find out who is working in the areas of your interest was quickly identified. Basic tools needed to assist with this were also noted including the need for checklists, bio info, industry landscape scans and other groundwork papers to aid better, more meaningful initial conversations.''

File:Scouting.jpg

2021-12-02T04:58:31Z

Dan:

Potential Solution Horizons

2021-12-02T04:57:43Z

Dan: Created page with "Participants co-created a 3 stage approach for a possible engagement model pathway. These were *Scouting *Dating *Engagement (a possible series of sprints) utilising a series of different approaches depending on the horizon level and type of intended engagement 800px '''FACILITATOR COMMENTARY''' ''Further work is needed on the proposed models but the opportunity to try new ways of working is huge. Greater understanding from all that at each horiz..."

Participants co-created a 3 stage approach for a possible engagement model pathway. These were
*Scouting
*Dating
*Engagement (a possible series of sprints) utilising a series of different approaches depending on the horizon level and type of intended engagement

[[File:Horizons.jpg|800px]]

'''FACILITATOR COMMENTARY'''
''Further work is needed on the proposed models but the opportunity to try new ways of working is huge. Greater understanding from all that at each horizon level, different people need to be engaged and different commercial arrangements need to be considered. Common documentation sets that could be created and shared were also identified.''

File:Horizons.jpg

2021-12-02T04:57:21Z

Dan:

Key Messages

2021-12-02T04:56:06Z

Dan: Created page with "== We Need To... == *Systematically align along phases of the engagement process *Know each other’s why and understanding how to connect - know me and my business *Be open and transparent engagement *Reduce red tape *Commit to undertaking the engagement - people, time, resources *Have clear success measures *Bring together strategy and execute on delivery *Disrupt before you’re disrupted *Act - take the vision to action - less hui, more do-ey *Fund it appropriately..."

== We Need To... ==

*Systematically align along phases of the engagement process
*Know each other’s why and understanding how to connect - know me and my business
*Be open and transparent engagement
*Reduce red tape
*Commit to undertaking the engagement - people, time, resources
*Have clear success measures
*Bring together strategy and execute on delivery
*Disrupt before you’re disrupted
*Act - take the vision to action - less hui, more do-ey
*Fund it appropriately - aligning money to the outcomes sought
*Take a step by step approach, keep it simple and keep going
*Recognise failure is an important part of success
*Realise that it’s bigger than you - whole of community / all of NZ approach
*Remember….we all rise on a high hide

'''FACILITATOR COMMENTARY'''
''Key takeaways for everyone included a clear understanding of the ‘why now’? And being able to see the potential benefits of working smarter together. A challenge to overcome in many corporates however, was that those present are actively engaged this and see value in these connections but need to bring others in their organisations along on the journey of startup collaboration.''

Shared Experiences

2021-12-02T04:55:49Z

Dan: Created page with "==A Day in the Life of...== {| class="wikitable" ! scope="col"|Corporates ! scope="col"|Startups ! scope="col"|Combined Insights |- |'''A Corporate Innovator''' *Multiple demands and roles *Multiples decision makers - needing to getting group buy-in *Competing interests for budget *Fire fighting constantly *Prioritising *Brand risk mitigation *Talent management/ resourcing *Staying current and relevant |'''A Startup Founder''' *Multiple hats 24/7 *Sole decision maker *Ma..."

==A Day in the Life of...==
{| class="wikitable"
! scope="col"|Corporates
! scope="col"|Startups
! scope="col"|Combined Insights
|-
|'''A Corporate Innovator'''
*Multiple demands and roles
*Multiples decision makers - needing to getting group buy-in
*Competing interests for budget
*Fire fighting constantly
*Prioritising
*Brand risk mitigation
*Talent management/ resourcing
*Staying current and relevant
|'''A Startup Founder'''
*Multiple hats 24/7
*Sole decision maker
*Managing cash flow
*Finding work/life balance
*Staying upbeat when there are delays/inertia
*Being all things to all people
*Prioritising
*Flying as you’re building the plane
*Talent management/resourcing
|'''Shared Experiences'''
*Not engaging at right level
*Day to day activities are very similar
*Founders often have a personal hands on relationship with funders (Family or Venture Capitalist)
*Corporate Innovators have a more distanced hands off relationship with their shareholder funders
*Investment in personal reputation & risk
*Decision-making as a founder is close to the action whereas decision-making as a corporate innovator is more distanced from action
*Can be over-investment in the initial concept / dream to detriment of clear commercial progress
*Recognising when to say stop
*Prioritising time to $ vs. time to alignment.
|-
|}

'''FACILITATOR COMMENTARY'''
''Somewhat surprisingly for some, the similarities of the daily issues each face were outlined and acknowledged. Everyone recognised each other’s strengths and issues - time/speed, money, resources - and vowed to work better, together.''

Challenges, Risks and Opportunities

2021-12-02T04:55:25Z

Dan: Created page with "{| class="wikitable" ! scope="col"|Top 5 Challenges ! scope="col"|Top 5 Risks ! scope="col"|Top 5 Opportunities |- |'''Corporates''' *Lack of innovation culture - fear of being disrupted before they can act *Changing priorities within corporate *Activating and prioritising resources - people and money *Defining a lean approach to activating the engagement *Personal risk vs career risk *Leap of faith needed to embrace startups without a track record |'''Corporates''' *Bus..."

{| class="wikitable"
! scope="col"|Top 5 Challenges
! scope="col"|Top 5 Risks
! scope="col"|Top 5 Opportunities
|-
|'''Corporates'''
*Lack of innovation culture - fear of being disrupted before they can act
*Changing priorities within corporate
*Activating and prioritising resources - people and money
*Defining a lean approach to activating the engagement
*Personal risk vs career risk
*Leap of faith needed to embrace startups without a track record
|'''Corporates'''
*Business innovation is not seen as a strategic imperative
*Lack of urgency and speed in decision making around the ‘new’ vs ‘today’
*Lack of internal alignment at senior level
*Alignment of Corporate/Startup visions and values
*Wasted opportunities - “we miss something”
*Lack of upfront transparency to aid understanding of compliance requirements and other necessary information
|'''Corporates'''
*Sourcing talent - introducing fresh thinking and new ways of working together
*Solving problems faster and cheaper
*Ability to co-create common tools and processes
*Being relevant - working on solutions to solve real problems
Grow through projects - adopt a startup ‘test and learn’ approach
|-
|'''Startups'''
*Corporates are highly risk-averse
*Lack of transparency as to the corporate’s strategy and objectives
*Knowing what and who is available within the organisational innovation ecosystem
*Speed of corporate decision-making
*Being relevant - knowing you are working on a real problem they have
|'''Startups'''
*Lack of documentation and internal processes to meet corporates needs
*Burning lots of money before confirmed engagement
*Corporate’s lack of transparency around strategy and objectives
*Alignment of Corporate/Startup visions and values
*Personal reputation risk
|'''Startups'''
*Knowing what and who is available to connect at the right level
*Designing a lean approach to activating the engagement
*Creating a set of common tools and processes
*Utilising NZ innovation ecosystem to test ideas before going global
*Being relevant - working on solutions to solve real problems
|}

'''FACILITATOR COMMENTARY'''
''Free-flowing discussions led to commitment to using the challenges, risk and opportunities to design new ways of engaging and working together. There was recognition of each other’s strengths and issues - time/speed, money, resources. A number of opportunities to co-create a common ‘working together plan’, were discussed with tangible tools and resources identified. There was also a an understanding that relationship development across the ecosystem is key, so connections and ongoing conversations were seen as important.''

Context

2021-12-02T04:54:41Z

Dan: Created page with "== Everyone Said They Came To…== *Connect with like minded and experienced individuals *Share war stories and insights with fellow entrepreneurs *Foster trust and transparency *Work out how to bring together for mutual long term success and impact *Drive better outcomes for startups and corporates to build a better NZ Inc *Better define and create the NZ Inc model and story *Draw on each other’s strengths to go better, faster *Remove any barriers through misundersta..."

== Everyone Said They Came To…==

*Connect with like minded and experienced individuals
*Share war stories and insights with fellow entrepreneurs
*Foster trust and transparency
*Work out how to bring together for mutual long term success and impact
*Drive better outcomes for startups and corporates to build a better NZ Inc
*Better define and create the NZ Inc model and story
*Draw on each other’s strengths to go better, faster
*Remove any barriers through misunderstanding, myths or preconceptions on both sides
*Have honest dialogue - expectations / needs / capabilities
*Grow each other
*Understand the challenges corporates face
*Understand the startup mindset
*Create a common vision for collaboration and innovation in NZ
*Have new connections
*Get tips to overcome our challenges and frustrations
*Strengthen the ecosystem
*Create a pipeline of engagement
*Have a 1000x return on time
*Co-create tangible practices for collaboration
*Learn how to raise strategy to delivery execution
*Co-create a shared vision
*Design a corporate and startup framework
*Challenge business priorities and find out how better to collaborate
*Act now!

'''FACILITATOR COMMENTARY'''
''There was significant commonality of aspirations amongst all attendees; as well as a strong commitment to finding new ways of working together. Everyone was willing to share their knowledge and experience, and be open to learn new things.''

Main Page

2021-12-02T04:54:00Z

Dan:

==Output of New Zealand's First Corporate Startup Partnering Retreat: A Discussion Document==

In September 2017, [https://linkedin.com/in/dankhan Dan Khan] and [https://linkedin.com/in/janetreadwellhoye Jane Treadwell-Hoye] from [https://0.ventures/corporate/ ZeroPoint Ventures] and [https://linkedin.com/in/kerrytopp Kerry Topp] and [https://linkedin.com/in/taryn-ellis-b0ab6147 Taryn Ellis] from [http://datacom.co.nz/Home.aspx Datacom] began discussions around how to improve engagement between corporates and startups.

We all want to help drive better outcomes for [https://en.wikipedia.org/wiki/New_Zealand New Zealand] — for startup founders and entrepreneurs, for corporate intrapreneurs, for organisations large and small, for cities, regions and local towns, for communities, and for a strong, growing New Zealand economy.

We recognise that we are a nation of well-connected individuals – a village in a world of global cities. We believe we all need to better use our connections to open doors, to connect people to the right people, to grow stronger, more innovative businesses and to nurture talented people, in a way that is right for New Zealand. We spoke of the need for a New Zealand playbook; one that is created by Kiwis, for Kiwis. One that truly reflects the uniqueness that is our 1.6 degrees of separation.

The 1st NZ Corporate Startup Partnership Retreat was held 9-11 Feb 2018, in [https://www.nelsontasman.nz/ Nelson], New Zealand. It aimed to bring startup founders and corporate executives together for an off-site, honest discussion on the challenges and opportunities each faced. It also provided us the opportunity for a co-created discussion document that could form the basis of a draft New Zealand playbook. This wiki captures the output of the weekend.

We welcome your comments, your ideas and your input.

Aaron, Andrew, Carolyn, Catherine, Dan, Jane, Jason, Jessica, Kerry, Manu, Mytheryi, Paul, Rachel, Sonya and Taryn

*[[Context]]
*[[Challenges, Risks and Opportunities]]
*[[Shared Experiences]]
*[[Key Messages]]
*[[Potential Solution Horizons]]
*[[Stages of Engaging - Scouting]]
*[[Stages of Engaging: Dating]]
*[[Stages of Engaging - Engagement]]
*[[Tools and Resources]]
*[[Photos]]
*[[Feb 2018 Retreat Participants]]

File:New zealand.png

2021-12-02T04:49:05Z

Dan: