Accelerators as a Format of Collaboration with Academia
Determining the role of accelerators in the innovation ecosystem of the University. Study of key aspects of University accelerator programs. An expert view of University accelerators from the point of view of management and project participants.
| Рубрика | Педагогика |
| Вид | дипломная работа |
| Язык | английский |
| Дата добавления | 10.08.2020 |
| Размер файла | 1,3 M |
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3) The acceleration provides a number of possibilities, including mentoring, resources, experts, networking. Which of them was the most valuable for your team?
Networking and everything about partnership. In Russia when you try to enter a corporation, it very much depends on who recommends or introduces you. This approach is widely spread among big companies. If you are just a stranger and you come from the outside you either need to be 10 times superior to all your nearest competitors, which is quite difficult. Either someone just gives a recommendation.
In this respect, they were more likely to give advice and communicate with mentors who give feedback. It was quite understandable, but design thinking was changing. But sometimes this feedback was a spatial thing and when there were still a lot of operational things to accomplish, they were more important. So I would identify partnerships as a key opportunity in this acceleration program.
4) How was the process of progress tracking organized during the acceleration?
He was ordinary, quite standard, due to it we knew where we were moving. On the other hand, it calmed us down a little bit. If you looked wider and took the tracking experience from other accelerators in Russia - this was exactly the practice that was taken from abroad, but it was not fully transferred to our reality and conditions. In my opinion, this happened because tracking might be important when you rebuilt a company, worked with the client's real money. I strongly believe until there was no money, there was no point in tracking. Because at an early stage the difference between Russian and the USA venture capital was that in Russian venture there was a small part of business angels in the format that are widely spread in America - who understood clearly that at an early stage you did not need a lot of formalities, so you needed keep working with the money and developed your project. In our country, we also had angels like that, but they were few. And the majority of the accelerators were built by people from investment banking, who had a lot of formalities in their mindsets. Starting with endless crazy financial models for five years ahead when you did not even have an understanding of what hypothesis you were working with. Which, in my opinion, was complete nonsense. Investor banking had brought you to work on those models and processes as in a bank: you got loans for small and medium businesses, you had to make your salary project, to schedule depreciation, the discount rate should be also taken into account. At the same time, while you compiled all these stupid documents you could improve twice as far at the expense of sales. And we all faced with these obstacles here. Start-up venture and investment banking were different stories - they were not private equity funds, they were completely different funds. Somehow everything merged into one concept and created total misunderstanding.
5) Which dos and don'ts for a participant of an accelerator could you mention, based on personal experience and observations?
Problem interviews should constantly be done as well as sales, even if the product is not good - try to sell it anyway. This way you know beforehand what you need and what you do not need to push. Still, it is ambiguous about pitches that take a lot of time. And in my opinion, spending a lot of time on these pitches does not always make sense and bring expected results. Sometimes they call their people who are not relevant at all. I do not know why I need to spend time and energy, preparing for this pitch, if I can spend it on sales. Secondly, the percentage of those people, who can invest in your project, of those who are invited to these pitches is very small. So it is a really controversial process. I do not decide with the right answer here myself. Sometimes the excessive focus on these pitches comes from American culture, where you can really raise the investments with one pitch. In Russia sometimes people come to the pitches and do not understand anything in entrepreneurship. I am not saying all of them are such types of quests, but still. But occasionally you get the ones that are so-called experts. They cannot give any money, even if they like your project. Moreover, they also give you feedback that can only confuse you. In my opinion, first of all, you need to pump up sales while there are some partnerships and conduct problem interviews. And do what is necessary to be profitable and go to the break-even point. This is the reality here, at least at an early stage.
6) Could you name the distinctive feature of Phystech Start - what makes it special among other acceleration programs?
You do not have to go when you only have an idea - it will be too early for you. It will take a long time to get something to start with. There has to be some kind of MVP product. Even if there are no sales. I mean, it takes a week to get it done to start interviewing and selling. Because if there are already sales and there is a certain segment of the audience - then you need to rock it, and it is a little late for this particular program. I tell such things because I have some friends, who participate at this stage. They are taught as other participants and experts just ask them to do more customer interviews. And why they should do it? If they have already found their target segment, they have already carried enough researches. I mean, it becomes just a process for a process. So first of all, I recommend the program for those, who have MVP and have no idea, what the next steps to undertake. And I would like to add that it is more for engineers, because in Phystech's team they are all engineers themselves and they understand more, how to rearrange their thinking in a business way.
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