Internal Startup in an Established Company
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Building and running internal startups in an established company, the dos and don'ts, with ten rules for internal startup founders, investors, advisors, teams, and stakeholders. Presented at Projektip辰iv辰t 2015 in Helsinki.
Internal Startup in an Established Company
- 1. INTERNAL STARTUP IN AN ESTABLISHED COMPANY Harri Kiljander harri.kiljander@f-secure.com http://www.slideshare.net/kiljander/internal-startup-in-an-established-company 11th November 2015
- 2. Harri Kiljander Job: Director, Personal Identity Protection, F-Secure Harri is a computer scientist who got into information visualization, computer graphics and animation, and UI design in the last millennium. He spent15 years at Nokia doing and leading UX design, including Nokias Linux-based MeeGo smartphone platform. Since 2010 he has been with F-Secure, 鍖rst leading UX and brand design, then ramping up new consumer security products. In 20122013 Harri got a task to work like a startup to build a team to build Lokki, the private location sharing app for families and other groups. Currently Harris team is building F-Secure KEY, the secure and elegant password management app. Harri is a design advisorto the B2B2C startup Morelex and an advisor to the EuropeanPioneers startup incubator in Berlin, he holds a PhD in Interactive Digital Media and a number of HCI patents. He is a product designer who wants to bridge design, technology and marketing to create worlds best products. | harri.kiljander@f-secure.com
- 3. INTERNALSTARTUPINAN ESTABLISHEDCOMPANY 1. Building the internal startup capability and competences; case F-Secure LOKKI 2. Second generation of F-Secure internal startups, case KEY and Freedome 3. 10 rules for internal startup founders, investors, advisors, teams, and stakeholders Dont forget to b r e a k t h e r u l e s as appropriate
- 6. LOKKIORIGINS People protection Concept Ringo November2012
- 12. 1. Independent project with maximum control over people+budget+process (laws and company values permitting)
- 13. 2. Clear top-level target setting and top-level sponsor
- 14. 3. Aligned targets with in-house stakeholder teams
- 15. 4. Clear focus, no other obligations for team and team leader
- 16. 5. Somewhat unrealistic schedules & targets balanced with full authority
- 17. 6. Physical co-location of the x-disciplinary team, led by product person
- 18. 7. Team must take product/prototype to the market
- 19. 8. Minimum Viable Product. Build-Measure-Learn. KISS. No dogmas!
- 21. 9. Accept/expect/ appreciate some people getting upset of broken rules
- 22. 10. Continuous improvement and lessons learned
- 24. THE RULES OF SUCCESSFUL F-SKUNK WORKS PROJECTS 1. Independent project with maximum control over people+budget+process (laws and company values permitting) 2. Clear top-level target setting and top-level sponsor 3. Aligned targets with in-house stakeholder teams 4. Clear focus, no other obligations for teams and team leader 5. Somewhat unrealistic schedules & targets balanced with full authority 6. Physical co-location of the x-disciplinary team, led by product person 7. Team must take product/prototype to the market 8. Minimum Viable Product. Build-Measure-Learn. KISS. No dogmas! 9. Accept/expect/appreciate some people getting upset of broken rules 10. Continuous improvement and lessons learned Adapted from Lockheed Martins 143 day P-80 jet 鍖ghter prototype project in 43
- 27. THANK YOU! Time for questions, discussion, debate, feedback, learning! harri.kiljander@f-secure.com http://www.slideshare.net/kiljander/internal-startup-in-an-established-company