Paul Daugherty is CTO and Chief Innovation Officer at Accenture, which is deeply entrenched in innovation as technology moves at breakneck pace, and their clients all need to stay apace. Learn how Paul and his organization structure continuous innovation.
Recently, the NetApp Accelerator granted scholarships to the 1Mby1M Program as an augmentation to their offering. You can find out more about this partnership here. It offers an opportunity for startups to readily access ALL of 1Mby1M’s extensive knowledge base, mentoring support and network in Silicon Valley and elsewhere.
I would like to take this opportunity to invite ANY technology startup incubator and/or accelerator anywhere in the world to do the same. Please review the 1Mby1M Incubator-in-a-Box for Accelerators and if you’re interested, please get in touch with us.
Think of us as a chip that you can install onto your own program, and enhance its power.
We look forward to working with you!
The One Million by One Million (1Mby1M) global virtual accelerator is yet another benefit granted to NetApp startups through a partnership between the two companies. NetApp has awarded six startups one-year scholarships to the 1Mby1M Premium program, offering them the advantages of access to the 1Mby1M curriculum and weekly online mentoring sessions.
The participating startups include:
This conversation delves deep into the nuances of how a sophisticated product organization thinks about new products through customer-driven innovation, internal innovation, as well as external ecosystem-driven innovation.
Sramana Mitra: Let’s introduce you and GoDaddy a little bit so we can set context that frames our conversation today.
Steven Aldrich: I have been very fortunate to work with entrepreneurs. Many of them wouldn’t call themselves entrepreneurs. I spent some time in Intuit in their Quickbooks team. I spent some time as an entrepreneur. Now I’ve been at >>>
Steven Aldrich, Chief Product Officer, GoDaddy, delves deep into the nuances of how a sophisticated product organization thinks about new products through customer-driven innovation, internal innovation, as well as external eco-system driven innovation.
As I noted in my recent article SaaS Companies: You Have an Unprecedented Opportunity, there is an amazing level of potential for corporate innovation in the current environment, both internal and external.
Any company that has built a substantial business in any software category has core competency within its folds. It has highly capable engineers who have developed some degree of domain knowledge in their sphere. It has product managers who are in touch with customers. It has sales engineers who are in regular and even closer touch with customers. It has sales people who know the customers and the competition well.
This interview focuses on the Corporate Innovation strategy of a major advertising agency as it navigates the challenges of a rapidly changing consumer engagement landscape.
Sramana Mitra: As an introduction, tell us a bit about your focus, philosophy, or overall thinking at TBWA/Chiat/Day these days vis-a-vis innovation.
John Deschner: I have an interesting role that was purposely designed to be both an innovation role and a more central traditional role in the agency. I’m both the Chief Innovation Officer and Managing Director. For most large creative agencies, >>>
This interview explores the nuances of SAP’s Corporate Incubation strategy in great depth.
Sramana Mitra: Tell us about what SAP’s thinking is in the domain of corporate innovation. What are your goals, activities, strategies and structure? Let’s dig into the programs.
Max Wessel: Let me start off with the high level description of what SAP is for those who are not familiar with the organization. SAP is Europe’s largest software company. We also happen to be the largest enterprise applications business in >>>
John Deschner, Chief Innovation Officer\Managing Director at TBWA\Chiat\Day discusses the Corporate Innovation strategy of his advertising agency.
The current market is full of really interesting SaaS companies that have built up at least $100M in annual revenue run rate (ARR). Some have gone public. Some are waiting in the wings. There are also many more that are in the $50M to $100M ARR range.
They serve different segments. Some serve verticals. Some horizontal enterprise functions. Some large niches. Some enterprises. Some mid-market. Some SME.
Together, the SaaS market is a healthy, robust, exciting cauldron of innovation.
Unlike Social Media, Search or e-Commerce, SaaS is not an oligopoly. [ref: An Oligopoly, After All This?]
And these SaaS companies that have achieved critical mass in their own segments now have an unprecedented opportunity of scaling to become much larger businesses by broadening their footprints.
They can look within, and look outside to identify the growth levers.
Let me explain.