{ "docId": "019dd923-5de0-76bd-a169-8a16512da37d", "docSlug": "9345979aeffd3f80", "documentTitle": "The Dawn of the Deep Tech Ecosystem", "authorId": "BCG", "authorName": "BCG", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "portrait", "aspectRatio": 0.707, "pageNumber": 39, "pageCount": 44, "prevPage": 38, "nextPage": 40, "slideType": "key_messages", "function": "summarize", "density": "overcrowded", "nDataPoints": 0, "notes": "The slide is text-heavy, structured in two columns, discussing the shift from traditional KPIs to ecosystem-based management.", "elementsJson": [ "paragraph", "callout_box" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5de0-76bd-a169-8a16512da37d/39", "deckHref": "/decks/019dd923-5de0-76bd-a169-8a16512da37d", "deckJsonHref": "/decks/019dd923-5de0-76bd-a169-8a16512da37d.json", "deckAnchorHref": "/decks/019dd923-5de0-76bd-a169-8a16512da37d#slide-39", "components": [ { "bbox": { "h": 0.06, "w": 0.4, "x": 0.08, "y": 0.31 }, "kind": "callout", "text": "Like financial metrics, traditional KPIs, which are based on past results, often are not the best indicators of success.", "attrs": null, "subkind": "primary", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "6f5e7cc0-1daf-4d1a-a0e8-ef6480263577", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.4, "x": 0.52, "y": 0.31 }, "kind": "paragraph", "text": "Second, ecosystems are loose associations with uncertain futures and paths of progress. Any given startup—or emergent technology—may or may not succeed. There is enough uncertainty that traditional top-down strategy often loses out to other influences in the ecosystem. Different management approaches can definitely provoke, foster, and increase the odds of the desired result, but they cannot engineer it.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "0c79c687-3799-4783-92e8-59d689795241", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.4, "x": 0.08, "y": 0.38 }, "kind": "paragraph", "text": "In a complex environment, where not only change but the nature of change are often unanticipated, deep tech organizations and therefore ecosystems frequently adapt their management styles on the basis of feedback from employees and stakeholders. This typically leads away from strict and vertical hierarchies toward more horizontal and informal ways of operating.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "9cabdf73-1c9c-4208-82a5-8b254a99afb5", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.25, "w": 0.4, "x": 0.08, "y": 0.69 }, "kind": "paragraph", "text": "Two characteristics of ecosystems require a rethinking of textbook management techniques, especially for more traditional participants. First, ecosystems are collaborative—they grow and strengthen through the continual interaction of all stakeholders—and the need for collaboration can trump more traditional competitive considerations. An automotive and an aerospace company might work with a startup on the development of next-generation batteries but so might two automakers, the startup, and a government agency because they all want the technology to come to market. Investors and companies typically have different goals and timeframes, but they each bring strengths that the entire ecosystem can benefit from, so they need to find ways to overcome such issues as conflicting exit strategies.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a57007a1-0865-47ab-80df-fd05a283c760", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.22, "w": 0.4, "x": 0.08, "y": 0.08 }, "kind": "paragraph", "text": "Goals need to be laid out clearly in engagements with others so all participants interact with as much transparency as possible. This may constitute a change in behavior for many companies and investors that are not used to sharing their internal thinking publicly (or even on a wide basis internally). But our experience has shown that a major impediment to deep tech success is a failure to clearly define a relationship right from the beginning; participants need to agree upfront on vision, business, knowledge, and HR objectives and must be able to update this definition as the relationship evolves.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a9ba8412-7dbc-400e-b2e1-86b47f1a137f", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.22, "w": 0.4, "x": 0.52, "y": 0.44 }, "kind": "paragraph", "text": "In such an environment, companies and investors should not think in terms of a single “bet” or “bets.” They need to engage with and nurture the entire ecosystem and look for the winning startup or technology to emerge from it. This could mean, for instance, getting involved in associations or challenges (such as the one organized by Hello Tomorrow) and supporting facilitators or even playing a facilitator role to strengthen the ecosystem and increase the chances that the right technology matures. Investors can play an important role in cross-pollinating different parts of the ecosystem, transferring technology from one area of application to another. Both investors and corporations can also influence the part of the ecosystem that they want to nurture through the use of different incentives.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "ad359e5f-6fe1-4029-9c02-3d01cc4a2622", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.22, "w": 0.4, "x": 0.52, "y": 0.08 }, "kind": "paragraph", "text": "Networks play an important role in collaboration because they foster the exchange of different ecosystem currencies. By interacting with universities, for example, companies and investors can learn about the latest ideas and even help determine how they are developed. Universities can learn about funders’ priorities and ways that developers of emerging technologies can go about building a nascent market. Any participant can take a technology that is not finding a market in one area and transfer it to another where it can solve different problems. Facilitators play a key role in connecting participants through a variety of vehicles, such as conferences and competitions.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "eddf30eb-1a3e-4553-8329-518913e618a1", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.12, "w": 0.4, "x": 0.08, "y": 0.51 }, "kind": "paragraph", "text": "Companies also need to make sure that leadership and the organization are aligned behind deep tech ventures. Both BCG and Hello Tomorrow have found that a failure to define a clear status and role for startups within the larger company, the absence of high-level sponsorship for the startup, and a lack of buy-in from the core business are all factors that can hinder investments in new ventures, especially those that are complex, slow to develop, and require nurturing over time.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "f3f7bf27-ee92-4371-a9f5-e6e097506d13", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.22, "w": 0.4, "x": 0.52, "y": 0.69 }, "kind": "paragraph", "text": "Corporate partners may have the most difficult time adjusting to the ecosystem model. They need to think carefully about how they organize and staff their innovation and R&D programs and vehicles (such as CVC funds and incubators) to interact with others. Many will need to overcome slow and bureaucratic processes and governance procedures in order to engage more nimbly with fast-moving startups. They need to make ecosystem management an important piece of the overall innovation strategy by putting the right people, tools, and methodologies in place. This may require breaking down organizational silos and connecting areas of different expertise.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "fb76a2b9-42a9-4ec2-9471-0e6c9cd9bbf1", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.04, "w": 0.4, "x": 0.08, "y": 0.64 }, "kind": "title", "text": "How Do We Interact with Others to Achieve Our Goals?", "attrs": null, "subkind": "headline", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "39498194-7b51-466f-98bd-4e68f9619631", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Audience Persona", "slug": "audience-persona", "agent": "Storyteller", "layer": "slide", "matchId": "302c95ae-726e-44a8-84a7-54b89bdc3bf7", "evidence": "companies and investors should not think in terms of a single “bet” or “bets”", "confidence": 0.7 }, { "name": "Contrast Principle", "slug": "contrast-principle", "agent": "Designer", "layer": "slide", "matchId": "019dd95a-1575-7358-9703-17dadacb19ed", "evidence": "Bolded callout about KPIs being inadequate stands out from body text", "confidence": 65 }, { "name": "Opening Hooks", "slug": "opening-hooks", "agent": "Storyteller", "layer": "slide", "matchId": "019dd95a-1575-7358-9703-110804220691", "evidence": "Section opens with question 'How Do We Interact with Others to Achieve Our Goals?'", "confidence": 72 } ], "frameworks": [], "arcBeats": [ { "to": 41, "from": 36, "beatId": "019dd95a-0702-74a3-87e2-02053ee59544", "arcName": "The Triple Take", "arcSlug": "triple-take", "beatName": "The Action (Now What)", "beatSlug": "triple-take-the-action-now-what", "evidence": "'Rules of Win-Win' section with three guiding questions and closing", "position": 3, "confidence": 78, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" }, { "to": 41, "from": 36, "beatId": "019dd95a-0702-74a3-87e2-14f77ed0780c", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Impact & Next Steps", "beatSlug": "consultants-gambit-impact-next-steps", "evidence": "'Rules of Win-Win' + closing 'set goals and get into the game'", "position": 5, "confidence": 65, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" } ], "loops": [ { "to": 40, "from": 37, "name": "Golden Circle", "slug": "11-golden-circle", "bestFor": "Visionary leadership, brand positioning, mission statements", "matchId": "019dd95a-088c-724c-b30e-78dc3df05c23", "evidence": "Three structuring questions from exec summary close the report: 'What do we bring?', 'How do we interact?', 'set goals and get into the game'", "position": 8, "objective": "Guide stakeholders through what-we-bring → how-we-interact → call to act", "structure": "The Why (Belief) -> The How (Process) -> The What (Result)", "confidence": 74, "description": "Invert the typical pitch by starting with why you exist, rather than what you do" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }