Startup Studio Playbook: For entrepreneurs, pioneers and creators who want to build ventures faster and with higher chance of success. Master the studio framework and start building.

In a startup studio where you are responsible for more than one venture, you don’t have this luxury. Burn your resources on one and you will kill all the others too. Learn to let go early on and move to the next idea. Keep an emotional distance from ideas before seeing traction; ● Set exact boundaries on how much you spend on an idea; ● Learn to be

Every three months, a whole day is dedicated to our internal Demo Time. CEOs and CTOs of each startup have 20 minutes, including a 5'' demo, to present their products and plans for the year ahead in front of the studio’s and projects’ teams. One month after a Demo Time, we fix the goals to achieve for the next one and we publicly display them in ou

the top three values of the studio approach are: Focus on values and creation; Acceleration of the company building process; Making the team antifragile.

Catastrophic impact of failure: When a traditional startup fails, all is lost. The collective knowledge of that team is gone, entrepreneurs face long recovery times. A studio is a platform where the impact of failure is greatly reduced. Even if a startup fails, the studio has the ways and means to reassign team members to new projects. So with ever

Every Monday morning, we hold a 30-minute Kick-Off Meeting for each project during which the entire team reviews the agenda. This session enables to check that everybody knows where the project is heading and what has to be done this week. It’s also the right moment to motivate the troops and if needed, to address issues. On Friday afternoons, we s

The base recipe is, like for most studios, that they have a strong core team for startup building. This includes data science, designer, branding, distribution along with deep product experience and a considerable network of investors. When they start a company - like Dexter - they fund it internally for the beginning, until it gets traction. As th

More and more corporations are separating the innovation teams from the main organizations, to shield them from bureaucracy, while protecting the main brand from startup risks. I call this Startup-as-a-Service.

An easy exercise for this is to rate all ideas on a scale of 1–5 in three categories: How severe is the problem; How big is the market; The level of confidence — based on gut feeling — you believe you will be able to build something that is innovative and that can grow fast.

Once they select an idea, they spend around $150k for the initial build part. In the first six months they act as co-founders being very active as product designers until they built up the startup team and launch the first demo. Around the ninth month they co-invest a second round with an outside investor. InnoHub stays involved in their startups e