Details

<p>Foreword ix</p> <p>Acknowledgments xiii</p> <p>About the Authors xv</p> <p>Introduction xix</p> <p><b>Section I Corporate Innovation Is Hard 1</b></p> <p>Chapter 1 Accelerators and Corporate Innovation 3</p> <p>Chapter 2 A Crash Course on Innovation Theory 17</p> <p>Chapter 3 A Complex Machine to a Simple Machine 39</p> <p><b>Section II Get with the [Accelerator] Program 55</b></p> <p>Chapter 4 Startup Accelerators 57</p> <p>Chapter 5 Accelerator Archetypes 73</p> <p>Chapter 6 Know Your Why 95</p> <p><b>Section III Buy In or Walk Away 109</b></p> <p>Chapter 7 Stakeholder Engagement 111</p> <p>Chapter 8 Resources 129</p> <p>Chapter 9 Outsourcing and Delegating 139</p> <p><b>Section IV Before the Program 149</b></p> <p>Chapter 10 Recruiting and Selection 151</p> <p>Chapter 11 Investment 175</p> <p>Chapter 12 Metrics and KPIs 193</p> <p><b>Section V During the Program 207</b></p> <p>Chapter 13 Programming 209</p> <p>Chapter 14 Mentors 225</p> <p>Chapter 15 Making Partnerships Work 241</p> <p><b>Section VI After the Program 263</b></p> <p>Chapter 16 Post-Program Portfolio Management 265</p> <p>Chapter 17 Planning for Long-Term Success 279</p> <p>Endnotes 287</p> <p>Index 303</p>

<p><b>JULES MILLER</b> is a Partner at Mindset Ventures and the former leader of IBM's Blockchain Ventures group, where she launched two corporate accelerator programs. She is an expert in corporate innovation from her experience as a serial entrepreneur, venture capital investor, intrapreneur, innovation executive, and accelerator manager. She is a Kauffman Fellow and frequent speaker on innovation, venture capital, and startups at conferences around the globe.</p> <p><b>JEREMY KAGAN</b> is an entrepreneur, investor, and growth and innovation consultant. He was Managing Director of the Eugene Lang Center for Entrepreneurship at Columbia Business School and is a Professor at Columbia Business School, where he is Faculty Director of the Digital Marketing Strategy executive education program. He also teaches digital marketing and entrepreneurship at Cornell and New York University and is both a startup mentor and a regular advisor for companies launching their own corporate accelerators.</p>

<p><b>DISCOVER WHAT MAKES CORPORATE ACCELERATORS SUCCEED OR FAIL WITH THIS AUTHORITATIVE AND INSIGHTFUL NEW GUIDE</b></p> <p>As more and more startup accelerators are launched by companies around the world, many fail to live up to their expectations and 60% shut down within two years. Corporate innovation leaders are understandably hesitant to join the ranks of the unsuccessful, and there were previously no authoritative resources on how to avoid common missteps and learn from the programs that actually achieve results. But in <i>Designing the Successful Corporate Accelerator</i>, authors Jules Miller and Jeremy Kagan deliver a practical guide to what works and what doesn’t work for corporate accelerators and corporate innovation more broadly, so that executives can confidently create an effective catalyst for innovation and growth while avoiding the dreaded "innovation theater."</p> <p>Based on their in-depth research and years of real-world experience as entrepreneurs, investors, academics, and corporate innovation executives, Miller and Kagan offer readers a deep dive into the world of corporate accelerators.</p> <p>Ideal for executives, managers, employees, and founders, <i>Designing the Successful Corporate Accelerator </i>provides tactical guidance, a strategic framework, and a new model for building accelerator programs and corporate innovation initiatives that work.</p>

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