Like so many other companies, bp was not satisfied with the "Return On Innovation" it got from commercialization of proprietary technology, its Corporate Venture Capital activities and all the other tools in the corporate innovation toolkit. Its corporate startups and ventures did not achieve business impact. Many of them died after MVP stage.
Together with other leading companies and innovation-3, bp worked out the root causes for this "Scaling-up problem" and a framework to solve it - The Lean Scaleup.
David Gilmour (at that time SVP at bp Group Tech, responsible for tech commercialization and bp Ventures) and Frank Mattes put the Lean Scaleup to work in the corporate context of bp.
Due to the size of its business and its ambition, bp made the decision to install a "Scaling-Up Factory" between the day-to-day-business and the innovation units. bp Launchpad was set up to leverage corporate assets while at the same time leaving the scaleups in speedboat mode.
In this session, David and Frank reflect on their journey and how corporates can change their approach to building business from innovation.
Together with other leading companies and innovation-3, bp worked out the root causes for this "Scaling-up problem" and a framework to solve it - The Lean Scaleup.
David Gilmour (at that time SVP at bp Group Tech, responsible for tech commercialization and bp Ventures) and Frank Mattes put the Lean Scaleup to work in the corporate context of bp.
Due to the size of its business and its ambition, bp made the decision to install a "Scaling-Up Factory" between the day-to-day-business and the innovation units. bp Launchpad was set up to leverage corporate assets while at the same time leaving the scaleups in speedboat mode.
In this session, David and Frank reflect on their journey and how corporates can change their approach to building business from innovation.
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