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Exhibit 5. Preferred partner for each resource
However, about 25% failed to turn discussions into real partnerships. (See Exhibit 6.) The main obstacles to such partnerships include lack of confidence in the technology and/or its maturity (which can be addressed through efforts to clarify the value proposition, application, or proof of concept), misunderstanding of the parties at the outset (owing to insufficient alignment of vision, or of business, knowledge, or HR objectives), misalignment of timing and processes (complex and slow decision process, or startups lost in the corporate organization), lack of a high-level sponsor within the corporate, or lack of buy-in from businesses. Exhibit 6. 97% of startups are interested in a corporate partnership, and 57% have established one 15
Page 2 and 3: From Tech to Deep Tech Fostering co
Page 4 and 5: Executive Summary Technological inn
Page 6 and 7: Introduction: Deep Tech Is the New
Page 8 and 9: Facebook is also investing in Artif
Page 10 and 11: The role of startups in the innovat
Page 12 and 13: Exhibit 3. Key challenges faced by
Page 16 and 17: Interviews revealed that establishi
Page 18 and 19: Accelerators and incubators: Busine
Page 20 and 21: Exhibit 10. Examples of high and lo
Page 22 and 23: Development bets These consist of s
Page 24 and 25: should identify key success factors
Page 26 and 27: processes, KPIs, and identified poi
Page 28 and 29: Exhibit 14. Examples of balance bet
Page 30 and 31: Exhibit 15. Most frequently used pa
Page 32 and 33: the startup and its market by estab
Page 34 and 35: • Can CVC be a way to prepare for
Page 36 and 37: Scouting Deep-Tech Startups When th
Page 38 and 39: About the autors Arnaud de la Tour
Page 40 and 41: consumer lending. BNP Paribas is ro
Page 42 and 43: Airbus, Industry Partner - The “s
Page 44 and 45: competitiveness by putting into per
Page 46 and 47: people worldwide. In 2016, Roche in
Page 48 and 49: Founded in 2015, WDS is a multidisc
Page 50 and 51: 50
Page 52: Contact arnaud.delatour@hello-tomor

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