How to create an ambitious growth strategy for a corporate-backed startup working in an exciting, fast-growing electric vehicle charging market? Plugsurfing is an e-mobility service provider and charging service for electric vehicles, connecting its customers to Europe's largest, most up-to-date electric vehicle (EV) charging stations with digital payment services. At the beginning of 2021, Plugsurfing had a recently assembled, highly committed, and excited leadership team that had set ambitious growth goals for the business. Our entrepreneurial skills-set convinced the leadership team, and they invited us to facilitate the strategy process. In the facilitator's role, we could bring in new methods and ideas on how Plugsurfing's leadership team could build a strategy that would be easy to implement and owned by the whole company.
In today’s world, it’s rare for things to be completely clear or precisely determinable. Not everything is black and white. The demands on modern organizations and management are more contradictory and paradoxical than ever before, challenging orthodox value systems and business principles. In a world where the “what” takes a back seat to the “why?”, making bold decisions requires courage, awareness, and a willingness to make mistakes. In digital transformation, this ambiguity is often forgotten. In this article, we’ll discuss why disruption is inevitable and how to embrace it.
One of the biggest challenges for corporations when building internal startups is finding and attracting senior entrepreneurial talent. The need may also be temporary if we find out that there is not a strong enough business case to be made. Tommi Huovinen is one of our Entrepreneurs in Residence, and his job is to work as an intrapreneur at L&T and to create measurable growth.
Validation is an essential part of a new product or service launch: It can be pretty easy to get ahead of ourselves and start planning things without the necessary knowledge. Skipping the carefully done groundwork can be a recipe for disaster. Our client UpCloud is planning to launch a set of new products/services. To get a third-party view and to understand if the investment would have a chance to become a success, UpCloud asked Coventures to help conduct a pre-study. During the project, we conducted a competitive analysis and a series of interviews with UpCloud staff, their customers, and industry experts.
It’s rather unfortunate that most of the best actionable content for digital innovation is often written solely from the angle of startups, where you’re building upon a clean table. The reality, after all, is that >90% of the world’s current value is tied to legacy systems and organizations, as well as existing management practices— and with good reason: Old strategies and systems have been trialed and tested by time, and they’ve simply been proven to work.
The Finnish Donald Duck is a highly valuable product for Sanoma, and the weekly comic book has become one of the best-selling Finnish magazines, reaching almost 700 000 people every week. Despite the enormous popularity of the print magazine, the digital service did not grow as desired. The digital service had already been around since 2012 but was still not getting much traction. Sanoma even discussed if the service should be discontinued altogether. Coventures jumped in to help Sanoma make an informed decision about Donald Duck's digital future.
Customer discovery is imperative when we want to build a product or a service that truly meets our potential customer's needs. Our friends at Kapacity.io asked us to help them with their customer discovery process. They wanted to form a clear picture of their potential customer segments and understand which segments are the most promising ones for their business. Also, they wanted to create a compelling sales narrative and materials targeted to the segments found.