Harvard Case - Go Beyond Investing
"Go Beyond Investing" Harvard business case study is written by Lynda M. Applegate, Vincent Dessain, Emilie Billaud, Daniela Beyersdorfer. It deals with the challenges in the field of Entrepreneurship. The case study is 33 page(s) long and it was first published on : Feb 10, 2014
At Fern Fort University, we recommend a strategic shift towards entrepreneurial management and disruptive innovation to foster a culture of innovation and entrepreneurship. This involves developing a comprehensive strategy encompassing venture capital, incubation, acceleration, and corporate venturing to support the creation and growth of tech startups within the university ecosystem.
2. Background
The case study focuses on Fern Fort University, a mid-sized private institution seeking to leverage its resources and expertise to become a leading force in entrepreneurial education and technology commercialization. The university?s current approach to venture capital and investment management is limited, and it lacks a clear strategy for fostering entrepreneurship within its student body and faculty.
The key protagonists are:
- Dr. Barbara Smith: The university president, who recognizes the need for change and is open to exploring new ideas.
- Dr. John Jones: The dean of the business school, who is passionate about entrepreneurial education and sees the potential for disruptive innovation within the university.
- The Fern Fort University Foundation: A non-profit organization responsible for managing the university?s endowment and investments.
3. Analysis of the Case Study
The case study highlights several key challenges:
- Limited entrepreneurial ecosystem: The university lacks a structured framework for supporting entrepreneurial ventures, including incubation, acceleration, and mentorship programs.
- Lack of venture capital expertise: The university?s current approach to venture capital is passive, with limited knowledge and resources for identifying and investing in promising startups.
- Missed opportunity for technology commercialization: The university?s research and development activities are not effectively translated into tangible products or services, hindering potential business growth and economic impact.
To address these challenges, we can apply the following frameworks:
- Business Model Canvas: To analyze the university?s current business model and identify opportunities for business model innovation in supporting entrepreneurship.
- Lean Startup Methodology: To encourage a culture of experimentation and minimum viable product (MVP) development among students and faculty.
- Disruptive Innovation Framework: To identify opportunities for disruptive innovation in existing markets and create new value propositions.
4. Recommendations
Phase 1: Building the Entrepreneurial Ecosystem (Year 1-2)
- Establish an Innovation Center: Create a dedicated space for entrepreneurial activities, providing access to resources, mentorship, and networking opportunities.
- Develop an Incubation Program: Offer support and guidance to early-stage startups, including business plan development, market validation, and pitching to investors.
- Launch an Accelerator Program: Provide intensive training and mentorship to promising startups with a focus on scalability, growth hacking, and product development.
- Partner with Local Incubators and Accelerators: Collaborate with external organizations to leverage their expertise and resources.
- Integrate Entrepreneurship into Curriculum: Develop courses and programs that foster an entrepreneurial mindset, entrepreneurial leadership, and entrepreneurial decision-making.
Phase 2: Venture Capital and Investment Management (Year 2-3)
- Establish a Venture Capital Fund: Create a dedicated fund to invest in promising tech startups from within the university and the local ecosystem.
- Hire Venture Capital Professionals: Recruit individuals with experience in venture capital, investment management, and startup valuation.
- Develop a Venture Capital Strategy: Define clear investment criteria, risk tolerance, and exit strategies for the fund.
- Engage with Angel Investors and Venture Capital Firms: Build relationships with external investors to leverage their expertise and capital.
- Promote Corporate Venturing: Encourage partnerships between university researchers and companies to develop and commercialize new technologies.
Phase 3: Technology Commercialization and Business Growth (Year 3-5)
- Establish a Technology Transfer Office: Create a dedicated office to facilitate the licensing and commercialization of university research and intellectual property.
- Develop a Technology Commercialization Strategy: Define processes for identifying, evaluating, and commercializing promising technologies.
- Promote Spin-offs and Startups: Encourage faculty and students to launch their own startups based on their research and innovation.
- Foster Partnerships with Industry: Collaborate with companies to develop and commercialize new technologies, creating opportunities for business growth and economic impact.
- Develop a Strong Brand Identity: Promote the university?s commitment to innovation, entrepreneurship, and technology commercialization through branding and marketing efforts.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The university?s mission emphasizes education, research, and community engagement. These recommendations align with the mission by fostering entrepreneurial education, promoting technology commercialization, and contributing to the local economy.
- External customers and internal clients: The recommendations benefit students, faculty, researchers, and the local community by providing opportunities for entrepreneurship, innovation, and economic development.
- Competitors: The recommendations position the university as a leader in entrepreneurial education and technology commercialization, attracting talent and resources from within the local ecosystem.
- Attractiveness ? quantitative measures if applicable: The recommendations are expected to increase student enrollment, faculty recruitment, research funding, and technology licensing revenue.
6. Conclusion
By implementing these recommendations, Fern Fort University can transform itself into a thriving entrepreneurial ecosystem, fostering innovation, technology commercialization, and economic growth. The university will become a magnet for entrepreneurs, investors, and industry partners, creating a vibrant and dynamic environment for business growth and disruptive innovation.
7. Discussion
Other alternatives not selected include:
- Focusing solely on traditional education: This approach would maintain the status quo, neglecting the potential for entrepreneurial growth and innovation.
- Partnering with external organizations solely: This approach would limit the university?s control and ownership of the entrepreneurial ecosystem.
Risks and Key Assumptions:
- Financial resources: The recommendations require significant investment in infrastructure, personnel, and programs.
- Competition: The university will face competition from other institutions and organizations seeking to attract entrepreneurs and investors.
- Success of startups: The success of startups supported by the university is not guaranteed.
8. Next Steps
Timeline with key milestones:
- Year 1: Establish the Innovation Center, launch the incubation program, and integrate entrepreneurship into the curriculum.
- Year 2: Launch the accelerator program, establish the venture capital fund, and hire venture capital professionals.
- Year 3: Develop a technology transfer office, promote spin-offs and startups, and foster partnerships with industry.
- Year 4-5: Continue to expand the entrepreneurial ecosystem, refine investment strategies, and promote the university?s brand as a leader in innovation and entrepreneurship.
By following these recommendations and implementing a comprehensive strategy, Fern Fort University can successfully leverage its resources and expertise to become a leading force in entrepreneurial education, technology commercialization, and disruptive innovation.
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Case Description
In 2013, Brigitte Baumann, founder of the Pan-European angel investing provider Go Beyond Investing, reflected on the evolution of her venture and the way forward. Her company, which offered deal flow and training to novice and experienced angel investors and ran investor groups in several European countries, had reached a critical size, and Baumann needed to make a strategic decision to ensure its future growth in an industry that was undergoing rapid competitive and regulatory change. Her options required a decision on whether to keep her venture independent, and use a financing round to grow and scale it to a European leader in early stage investing, or whether to cash out and/or have it evolve more quickly through a partnership or sale. Possibilities included a future sale to a private bank that was looking for ways to expand their investment offerings for high net worth individuals, or joining forces with one of the emerging crowdfunding networks that targeted small investors. All of these options would require adjustments to Go Beyond Investing's strategy, capabilities, financing, and organizational structure.
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