成为大企业创新的头号玩家，你准备好了吗？

每年，璞跃（Plug and Play）就大企业合作伙伴和初创企业的创新合作，会举行近8000次对接会谈。在对接期间，我们也近距离观察跟进着双方沟通、合作的全程。在海量的大企业-初创企业创新合作过程中，我们发现，大企业提前思考解决7个“关键问题”，能增加双方合作顺利推进的可能性。那么，我们一起来看看这些“关键问题”是什么吧！

Holding roughly 8,000 meetings between our corporate partners and startups annually, we have been privileged to have a front row seat to their interactions. Of course, not every interaction ends smoothly so we thought it would be helpful to summarize some of the questions a corporation should think about prior to and during a startup engagement. Here are 7 questions every corporation needs to ask before piloting with a startup:

01 目标是什么

What exactly are you looking for?

对于规模庞大的大企业而言，拥有一个明确的创新目标，往往是开展创新试点前最紧迫和重要的问题。

我们发现，许多与璞跃（Plug and Play）合作的大企业会建立一个行之有效的“需求简报系统”。在这个系统上，公司每个业务部门都能通过该系统上传他们感兴趣的科技创新领域以及他们希望参与的方式。

还有一些我们的大企业合作伙伴会每季度举行一次C-Level管理层会议。在会议上讨论公司目前所面临的业务创新难题，以及与初创公司合作能多大程度解决这些难题。

大部分科技初创公司的运作与大企业不同，他们的创业成长生命周期决定了初创企业不会在一家无法明确需求的大企业项目中耗费时间。

We find having a clear innovation is often the most pressing question when an organization is so large and distributed.

Some of our partners, like P&G and Mars, have a briefing system whereby each business unit submits areas they are interested in and how exactly they want to tackle it. Other partners hold quarterly C-Level meetings where they identify the weaknesses of the business and how startups could potentially solve that.

Startups do not operate like corporations; they have short lifelines and time can not be wasted with a corporation that is unsure of their needs.

02 哪些业务部门需要参与/需要哪些资源？

Which business units (BU) need to get involved/what is my buy-in needed?

事先了解其他哪些业务部门需要参与，可以让大企业在与科技创业者/团队 成功会面后，简化开展创新试点的流程。

我们建议大企业可建立“创新冲刺”模式，精准与特定的业务部门合作、专注于特定的目标，使大企业创新团队和协同其他业务部门一起合作寻找资源，而不是彼此孤立地盲目找寻。

Knowing prior which business units need to get involved streamlines the pilotprocess after successful meetings with a startup.

We recommend you create “sprints for innovation”, focusing on a specific pinging point in collaboration with a specific business unit. This way the innovation team and the BU can source collaboratively, rather than blindsiding the other in siloed efforts.

03 对创业公司的个人信息验证或付款形式？

Does the startup need personably identifiable information and/or payments in any way?

大企业合规团队对于合作方的个人信息验证和付款常常有着十分严格的衡量标准和要求。鉴于此，大企业创新部门需要提前与合规部门积极沟通，了解企业合规标准，才能更好保证后续与初创企业的合作项目正常运作。

Compliance teams are generally very strict on technology in this space.Understanding the parameters of the compliance teams’ diligencesolves a bunch of later problems.

04 如何提高效率节省时间

How quick will my time beand do I need to shorten various documentation?

一份50多页的协议不是一个初创企业可以轻易消化的。所以，尽可能缩短尽职调查的流程，并保证文件的精简性和完整性，才能够确保沟通的有效和高效。简而言之，尽量缩短各种复杂繁琐的流程文件吧！

A 50+ page Master Services Agreement is not something a startup can easily digest. Shortening the vendor diligence and keeping documentation light yet thorough ensures a valuable relationship.

05 建立创新试点的流程？

What is our pilot process?

为了确保所有资源都能够在第一时间到位，大企业应当向初创企业明确列出试点的合格标准。为了测试创新技术的落地可能性，不少Plug and Play大企业合作伙伴会建立“零投入试点模式”，即在两周内不支付任何费用，等待两周后才会评估是否需要进行更大的投入。

Laying out the parameters of a pilot clearly to a startup makes sure all resources are available from day one.Some of our partners have a zero pay pilot process, where they do not pay for a pilot and only test for 2 weeks to determine if it is something to deploy in a larger fashion.

06 初创企业如何接入大企业的系统设施？

Does it actually integrate?

Every startup says they do.

初创企业常常会表示他们能够与大企业现有的系统设施无缝衔接，但在合作落地过程中，出现一大堆不兼容的问题也是常有的事。因此，大企业创新团队提前知晓本公司的企业资源计划系统（ERP）、客户关系管理系统（CRM）等有多大的集成和可定制化空间，可以在实际与初创企业的创新技术合作中节省大量时间。

Startups often say they integrate with existing enterprise infrastructure yet at time of implementation a whole host of problems can occur.An understanding of how custom your ERP or CRM or other enterprise infrastructure is like can save a lot of time at deploymen.

07  “后试点战略”是什么？

What is our post-pilot strategy?

Map it out.

大部分科技初创企业对“概念验证困境（POC Hell）”非常了解，它指一个大企业决定尝试创新技术，但没有明确的“后试点战略”的黑暗时期。

一些大企业甚至可能因为与初创企业进行大量创新技术测试却从未在后续将POC落地应用，而被科技创业者和团队拉入了“黑名单”。被列入创业者黑名单的大企业，不仅公司声誉受损，也给公司贴上了在创新方面停滞不前的负面标签。

所以，在创新试点成功开展后，要有明确的“后试点战略”和实施方向。“后试点战略”需要来自大企业高级管理层的支持，以及在此支持下各业务部门对此战略的贯彻执行。总之，大企业创新的成功与企业内部部门间的配合密不可分。

Enterprise startups know all too well of POC Hell. It’s a time when corporations decide to test out a startup’s technology but have no clear post pilot strategy.

Certain corporations are even known by startups for actively testing new technology but never deploying fully. You don’t want to be on this blacklist not only for a negative reputation but also for stagnating on innovation.

A clear direction for post-pilot needs to come from the C-level and executing via various business units; innovation teams need buy-in and teamwork for effectiveness.

总结

想要成为大企业创新的头号玩家，您需要：

· 与管理团队、业务部门就创新需求有效沟通

· 获取资源和支持后，在明确的目标中与初创企业协作

· 在后试点阶段，拥有清晰的后试点落地战略

· 并重公开和高效

TLDR:

·Communicating with business units on actual needs

·Collaborating in targeted efforts

·Having a clear post-pilot strategy

·Transparency and quickness

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