Accelerate  or  Incubate?

James  Mathews  Director,  dLabs  +  Health  2.0  India  +  ElevateX  

 Accelerate  or  Incubate  |  Progress

Key  Differences  DuraCon  Business  Model  SelecCon  Cohort  Assistance  

 Accelerate  or  Incubate

 Accelerate  or  Incubate

Curated  Networks

Capital

Sharpening

Thema8c  Accelera8on  Program How  will  it  work?  

•  DLabs,  Health  2.0  and  corporate  sponsor  agree  on  a  an  area  of  focus  

•  Together,  they  scan  the  environment  for  innovators  acCve  in  that  area  and,  through  mulCple  screens,  prioriCze  6-­‐8  ventures  that  hold  promise  and  are  of  strategic  interest  

•  Corporate  sponsor  invests  a  small  amount  in  each  venture  &  all  ventures  enter  the  Thema&c  Accelera&on  Program  

•  Over  the  next  4-­‐6  months,  business  support  and  mentoring  is  provided  by  Health  2.0  and  DLabs    

Advantages:  

•  Corporates  currently  have  no  opCon  like  this  anywhere  in  the  world  –  someone  very  competent  and  resourceful  to  idenCfy  and  nurture  truly  disrupCve  ventures  which  are  of  strategic  interest  

•  Through  the  acceleraCon  phase,  the  sponsor’s  leadership  and  key  staff  are  exposed  to  cuWng-­‐edge  innovaCon  in  their  respecCve  areas.  Depending  on  the  nature  and  extent  of  involvement,  they  may  also  become  a  bit  more  entrepreneurial  themselves  

•  At  the  end  of  the  AcceleraCon  period,  the  corporate  sponsor  is  presented  with  ventures  which  can  become  potenCal  partners,  acquisiCon  candidates,  or  simply  suppliers  to  plug  an  internal  gap  

Corpora&ons  are  struggling  with  innova&on.  Most  truly  disrup&ve  ideas  are  squashed,  if  not  on  purpose,  then  by  the  design  of  the  organiza&on.  What  organiza&on  can  be  expected  to  priori&ze  a  venture  which  might  truly  prove  disrup&ve,  poten&ally  halving  its  revenues  or  worse?    Ideas  that  do  make  it  to  the  drawing  board  are  oFen  hampered  by  other  internal  barriers  such  as  poli&cal  infigh&ng.  Against  this  backdrop,  how  can  an  organiza&on  compete  against  innovators  that  are  free  to  do  what  they  need  to  succeed  and  move  as  fast  as  the  market  demands?  

•  Sourced  from  universi5es  as  well  as  the  general  community  

•  Some  may  be  sourced  internal  business  plan  compe55ons  

•  Incubator  will  priori5ze  and  accelerate  8-­‐12  ventures  •  Sponsor  will  provide  some  seed  funding  •  DLabs  &  Heatlh  2.0  will  provide  mentorship,  business  

support,    etc  

•  Some  incubatees  will  graduate  and  leave  the  incubator  

•  Some  may  make  good  acquisi5on  candidates  or  partners  

•  Some  may  be  incubated  further  if  it  makes  sense  to  do  so  

1000s  of  IDEAS   10-­‐20  Accelerated   Next  Steps  

Thema8c  Accelera8on  Program

Sponsored  Intrapreneurship  Program  (SIP) How  will  it  work?  

•  DLabs,  Health  2.0  and  the  corporate  sponsor  brainstorm  different  ideas  which  might  hold  promise  

•  Corporates  sponsor  a  venture  by  puWng  in  seed  capital  and  some  human  resources  

•  The  venture  is  housed  at  DLabs  and  receives  the  full  support  of  the  incubator  

Advantages:  

•  Currently  no  opCon  like  this  exists  anywhere  in  the  world  –  someone  very  competent  and  resourceful  to  work  hand-­‐in-­‐hand  with  them  to  help  them  launch  truly  disrupCve  ventures  

•  Sponsored  ventures  can  grow  in  the  nurturing  environment  of  the  incubator  while  being  managed  and  supported  by  the  corporate  sponsor  

•  Intrapreneurs  driving  this  effort  will  be  given  the  same  advantages  that  an  independent  entrepreneur  is  given  –  freedom  to  operate  and  make  decisions  quickly,  etc  –  while  also  geWng  the  advantages  of  being  associated  with  a  large  firm  –  access  to  mentoring  and  experCse  of  the  sponsor  -­‐-­‐-­‐  Truly  the  BEST  of  both  worlds!  

Corpora&ons  are  struggling  with  innova&on.  They  know  they  need  to  innovate  but  can’t  priori&ze,  can’t  teach  it,  and  can’t  hire  or  retain  the  employees  that  are  good  at  it  

 Currently,  few  have  an  ability  to  support  employees  who  want  to  do  something  truly  entrepreneurial,  even  if  the  proposed  venture  can  help  the  corporate  itself  in  a  major  way.  Internal  barriers  and  poli&cal  reali&es  hamper  innova&on  efforts  from  the  get  go.  How  can  they  create  an  environment  to  allow  innova&on  to  thrive?  

O   O  

O  O  

O  O   O  

O  

O  

O  

•  MulCple  ideas  are  considered  •  Through  brainstorming  sessions,  

industry  scans,  etc    

FILTER  

O  O  

•  1-­‐2  receive  a  green  signal  •  Receive  seed  funding  •  Key  staff  are  transiConed  into  

venture  

•  Through  extensive  support  from  DLabs  and  Health  2.0,  ventures  are  nurtured  over  a  course  of  8-­‐12  months  

•  Goal  is  have  a  working  prototype  and  potenCally  the  first  customer  

•  At  the  end  of  the  period,  progress  is  measured  against  milestones  and  next  steps  are  decided  

Sponsored  Intrapreneurship  Program  (SIP)

Curated  Match-­‐‑Making  to  High  Potential  Partner  Opportunities BUILD A STRONG CURATED OPPORTUNITY PIPELINE AND GET WARM INTRODUCTIONS TO STRATEGIC PARTNERS

Our  posiCon  in  the  marketplace  likely  puts  within  one  or  two  relaConship  degrees  of  separaCon  from  the  type  of  connecCons  that  will  quickly  help  DRL  build  a  potent  ecosystem  of  ideas,  startups,  entrepreneurs,  investors  and  other  source  networks.      We  will  establish  DRL  as  an  insider  to  opportuniCes  in  US,  Europe,  India,  Middle  East,  South  America  and  other  geographies.            We  will  advance  the  dialogue  with  WebMD  as  an  example  of  the  kind  of  catalyst  we  can  be  for  DRL.      The  goal  for  the  WebMD  dialogue  is  to  think  through  the  revenue  possibiliCes  that  could  arise  with  access  to  their  high  volume  of  traffic  coming  from  India.  

IS DRL @ THIS EVENT? (WE ARE)

EXAMPLE OF CURATED PIPELINE

Insider  Sliced  View  of  Opportunities  &  Trends SLICED VIEW OF GLOBAL TRENDS + IDEA + PARTNER + DEAL ECOSYSTEM

Gain  access  to  a  customized  world  view  via  the  trusted  advisor  &  key  collaborator  status  we  have  with  all  the  major  stakeholders  shaping  or  reporCng  on  global  opportuniCes  and  trends.    Customized  analysis  and  advice  to  drive  building  a  unified  New  Venture  ecosystem.    Over  Cme,  the  goal  will  be  to  posiCon  New  Ventures  (much  like  Qualcomm  or  J&J)  @  the  heart  of  the  global  digital  health  conversaCon.      

Revenue  GeneraCng  Customers  DistribuCon  Partners  Key  Partners  Key  Employees  Access  to  Capital  

 Generate  Leads

 Accelerate  or  Incubate?

James  Mathews  Director,  dLabs  +  Health  2.0  India  +  ElevateX