A significant percentage is due to the friction that is created by trying to integrate the startup with the large company's financials, HR department, product, market and business model. Most startups when they are acquired are uncertain on many of these dimensions, and forcing them to conform on any one of these dimensions to the large company can stunt their growth and often kill them.
For example, a parent company may want to use a startup for lead generation that has a lot of users but no business model. As a result, the startup's product deviates from the original value proposition, and this can cause the user base to erode and cause significant vision conflict within the team.
たとえば、親会社はビジネスモデルがなくたくさんのユーザを持つスタートアップをリードジェネレーション広告として使いたいのかもしれない。その結果、スタートアップのプロダクトを最初の価値目標から離れさせてしまい、ユーザベースを損ない、チーム内に大きなビジョンの対立を生みかねない。
Our framework can solve some of these ailments by enabling the parent company to measure the stage of the development of the startup and only begin integrating the startup once they've reached a requisite level of maturity and stability.
As competitive pressures continue to increase, innovation will increasingly become the lifeblood of every large company. When innovation stops, a company's days become numbered. The Startup Genome does not provide a serum for infinite living, but we're working on building the tools and infrastructure for healthier living.
