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How to deal with internal startups?

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Startup world is a tempting area in current IT world. Everybody would like to be somehow connected. Thanks to this trend also corporations start to run their internal startups to boost current business or find the place for emerging technology. But quite often they struggle and do not bring expected results. What makes this internal effort hard is a specific way of working and managing. You cannot drive it the same way as existing business. Why? The meaning of existing company is to optimize and improve existing business. On the other hand, startup does not have any business yet. Therefore the goal is to find its market, product and business model first, make it working and scale it.

The main theme of this workshop is how to initiate and run internal startup if its nature is actually total different than existing business.

From the agenda:

1.The role of internal startups in organizations 
  • 3 horizons
  • source of innovation
  • source of learning
  • source of personal growth

2. Where to place it?
  • Products, Development, Technology, different company?
  • Internal selling

3. Specific way of working
  • Learning via interviews and experiments, 
  • Make hypothesis, verify and listen,
  • Cross-functional and self-managed team
  • MVP or MVS?

4. Management and reporting
  • Forget business case or ROI
  • Alternatives and reporting

5. How to select people

6. Contracting

7. Typical pitfalls


Corporate edition
  • Possibility to extend invoice due date according to general sales conditions up to 60 days.