Posted by & filed under Accelerator, Corporations, Entrepreneurship, Innovation, Mentoring, Startups.

Most collaboration between startups and corporations shows very little results. The reason is that they are just trying to improve bits and pieces of, for example, the offering. That’s not enough. The winners will be the ones that can renew their attitude, learn to adapt and embrace the change. Startup collaboration is the best tool for that, but it needs to be done right.

Startup collaboration is not an innovation band-aid

Startups are not innovation band-aidMany corporations still try to filter out the perfect startup candidates before starting to work with them. They usually end up with companies that have a product that can be easily integrated with the current offering. Good for them if they can provide something useful for their customers, but that approach rarely ends up in changing anything. It usually just turns into an incremental improvement.

It doesn’t help you if you do the same thing a bit better than before. Not when in most industries you don’t know how your business will look like in just a few years. Corporations need to break the familiar ways of doing things, break the patterns to get ready for the unknown. Companies need to build skills to be ready for the future. The old skills may not become obsolete, but everyone needs to find new ways of using the old skills in new environments. We need to be experts at finding new uses for the things we’re good at. We also need to become experts in the new things that are needed to solve our customers problems.

While startups can learn a lot from corporations, also the startups can teach the corporations many things. So, why do many corporations go only for the incremental improvements and one-by-one collaboration with startups? Because this way fits their existing way of working. They have used subcontractors and other types of partner forever and startups are no different. Corporations are really good at buying products and services. They have developed efficient procurement models and processes that they want to use also with startups. But that is not enough. In fact, I think that this way of working totally misses the point and the big opportunity.

Turning from individual innovation partnerships to powering the renewal at corporations

Nestholma started with the idea of helping startups and corporations to build new innovations and make deals together. In our accelerator model, we make the startups and corporation work together with clear business goals in mind. That has worked really well in the 20 accelerators we’ve done. Still, over the past two years, we’ve realized that it’s much more than making a few deals happen or arranging a great Demo Day pitching events.

Couple of interesting things have happened: HRD and entreprenership

To make the impact of the accelerators as big as possible, we’ve ended up coaching not just the startups and also the corporation’s employees. Regardless if you talk in the context of change management or broader transformation, our work has been more and more about helping the employees to learn from the startups. This has helped them to become better at facing whatever challenge may lie ahead of them.

Many times the management is a bit worried that the employees may not have enough time to work with the startups. Our experience is that the employees love to work with the startups and find the time if there’s good support for them. Also, we’ve found that it’s not just the innovation people, but everyone in the organization that wants to join from customer care to sales and tech. After working with startups many corporate employees have told us that the work with startups has given them new boost on working with the other things, as well.

The other interesting thing has been the work we’ve done for the ex-employees of Microsoft and Nokia. These companies have laid-off thousands of employees in Finland over the past couple of years. As a Finnish company we wanted to see if we could use our business coaching and accelerator model to help them to find their new path in life as entrepreneurs. In great co-operation with both Microsoft and Nokia, we’ve coached hundreds of ex-employees from these companies. Some have become entrepreneurs, some have gone to work in small companies and some are just using the entrepreneurial mindset to pursue whatever else they want in life (read more in Finnish). Not everyone has ended up being a growth company entrepreneur, but we have found it important give back a little by using our expertise to help them.

Nestholma's startup accelerator and entrepreneurship coaching model.

Business leadership and HR can drive the change with startups

Still, what started out as an interesting experiment and an effort to share our knowledge, turned out to be one of the biggest learnings for Nestholma. This experience in coaching the entrepreneurs has helped us to develop a deep understanding on how to help also the employees still working inside a corporation to change. In fact, we find ourselves increasingly in the same tables with the business leadership and HR. They want concrete business results fast, but they also want to make sure it’s not just what I sometimes call an innovation band-aid. They want to see sustainable impact in the entire organization and business as well as sustainable renewal of the company.

Business leadership and HR want to make sure the entire company is able to quickly

  • adapt to new market conditions
  • find out what are the problems worth solving
  • learn new skills while they are working
  • move effortlessly between different types of internal and external operational models (startups, internal ventures, line organization etc.)
  • reinvigorate the employees to pursue new paths in their personal professional growth
  • turn high level strategic goals into real business initiatives

And we’re very happy to be there. With our two-part accelerator and entrepreneurship coaching model, we can provide the tools to tackle these needs and more. The great thing is that this is also the best way to help the startups learn and succeed.

Topi Järvinen @topij

Start renewing your business today!

Let’s talk how Nestholma can help to renew your entire company and find new businesses with startups and beyond.

I want to hear more

Posted by & filed under Accelerator, Entrepreneurship, Funding, Investing, workshop.

Pitching to investors to get funding can be scary. Typical professional investor listens to hundreds of pitches every year, and this makes them busy and impatient. If you don’t make it easy for them to understand why you are the next big thing, they’ll throw you out. You have to earn every second with the investor. Here’s the simple pitch deck structure that the Nestholma startups have been using successfully when pitching to investors for funding.

When you get a meeting with an investor for 20 minutes, don’t expect it to last for 20 minutes. It’ll last as long as the investor thinks you’re interesting. If you have five minutes to pitch on stage, don’t expect the investors to listen for the entire time. If you’re not making sense, they’ll start looking at their phones while waiting for the next pitch. Investors value their time – make sure you value it, as well.

You need to deliver the punchline right in the beginning: what is your big idea, what is the real problem you’re solving and how you do it. Tweet this!

If these seem interesting, only then the investors want to listen to the details and consider funding you. Start with these three first:

1. The elevator pitch needs to say the essentials in 10 seconds

Bankiton pitching for funding at Nestholma Demo DayIn the first 10 seconds you need to convince the listener that you have something interesting to say. Saying your value proposition is a great starting line. Personally, I’m fond of Steve Blank’s value proposition formula “We help X do Y by doing Z”. You need to get the investor excited and curious to hear more why you should get funding from them. The investor may only listen to this!

2. Problem worth solving and funding

What is the problem that needs to be solved (not all problems are like that)? How have you validated that the problem really exists? Don’t over-do this, but make sure that the investor can understand what you are solving and why. If you want to tell a short personal story, this is the place to do it – not in the beginning.

3. Solution that customers are willing to pay for

How can you solve the validated problem in a way that customers are willing to pay for? Be as concrete and specific as possible. Screenshots, workflows or even a short video are great. Stay away from meaningless jargon, such as “Our solution provides unprecedented ease of use and scalability”.

Now you’ve covered the most important things. If you’re still in the room, you can go into details in your pitch to get funding from investors.

4. Real and addressable market and customers

Your opinion about the market doesn’t matter. Numbers are great but explain clearly what is the significance to your business. “We are working in a $3 billion market” may sound nice, but it is meaningless fluff. Show your traction or explain the logic for getting the customers (deals in place, access to customers or distribution channels etc.). Testimonials are always good. When you have a paying or just a potential customer (at early stages) say nice things about you, it’s always powerful.

5. Revenue model for monetizing the value you provide

If you solve a real problem, the customer will want to pay for it. It can be with money, their data, time or, for example, with services that they provide in turn. Give a clear outline of how your company makes money with the idea. What value are your customers paying for, how much and often and who are your partners etc? Focus on the logic. The details – such as $4.99 or $9.99 a month – may change.

Especially at early stages, it’s more important to convince the investors that the logic behind the revenue model makes sense. Tweet this!

6. Your unfair advantage that keeps others away from your market

Do you have something that competitors don’t have or cannot get easily? Be critical about this! It has to be something unique, or don’t say anything. It can be existing deals, IPR or, for example, unique experience. It’s not “great and committed team”. Not everyone has an unfair advantage in the beginning (just think about Google or Facebook in the early days). For an investor, it’s an added benefit but not a showstopper if you don’t have it.

7. Marketing and getting customers

How do you reach your customers? This not a list of the obvious channels (blog, some, Adwords, PR etc.), but your recipe for success. Everyone uses social media channels, but how will you make them work for you? Explain in your pitch what are the most important channels to reach your specific customer base. What is the cost or, for example, conversion rate you’ve validated? Does your product have a growth engine or can you use some clever growth hacking tactic to boost your growth?

8. Why are you better aka positioning

The thing about what makes you unique and why your customers are paying for your product. Make a 2X2 matrix the two most important things in your product as the x- and y-axes. Place your company and the competitors on the matrix. The aim is to give an easy way to see how you compare with others at a glance. You can provide the feature-by-feature comparisons to investors as background materials if requested.

9. Running the business with the numbers

Provide an overview of the business with a simple cash-low estimate. Don’t just make Excel fantasies. Justify the numbers with deals, traction, benchmarks, sales funnel, customer development etc. Your business logic is more important than the plain numbers. Remember that these may end up in the actual funding decision, so don’t treat them lightly.

Don’t show Excel fantasies to investors! You need to justify the numbers with data. Tweet this!

10. The team worth funding

Explain why you have the perfect mix of people and way of working. Why can make a big business out of the idea? Show the core team, but also mention interesting advisors, investors or board members. Unless you have 100 people and a real organization, don’t use titles like SVP of Product. That may sound nice to your mother, but for an investor, it sounds funny. Most investors will tell you that the team is one of the – if not the – most important thing in funding decisions. Therefore sometimes startups start with their team slide. I’d advise against this unless the investors know the team members. Another “greatest full-stack developer in the world” is interesting only if you have a good idea. But if you have Mark Zuckerberg in your team, put that on the cover slide.

11. Roadmap and how you’ll use the funding

Present a timeline that shows what you are going to do and how much money you need for each step. Explain how you are planning to use the investors’ money. Pay also attention also to working capital needs if your solution has, for example, hardware unit costs. Make sure that the roadmap and spending is aligned with your overall message. It sounds strange if you claim to have the best developer team, and now you say that you need to hire more developers. You may need them, but you need to have justified the new hires with, for example, the market opportunity.

12. Make the last words count

We remember the first and last things. Don’t waste time and space on Thank you’s or contact details. They’ll find them if needed. Instead, end with your value proposition. It reminds the investor why you are interesting, what value you provide. And why they should join the ride.

Collectly pitching at Nestholma event

 

Every investor has their own preferences for the pitch content. Depending on your company stage, you will be expected to deliver different types of things. Also, take into account who are the persons in your audience. What interests them, do they like technical details, numbers or something else? Before every investor meeting, make sure you find out what is the expectation. Talk to their portfolio companies, read their blog posts and tweets or just ask the investors.

This blog post is based on one of the more than 20 workshops run during Nestholma’s accelerator program.Check out also how our startups pitch to investors at our Demo Day.

Topi Järvinen @topij

 

Posted by & filed under General, Press release.

Every company is build by its people. Having a great team with complementing individual talents is crucial for success. This is why I’m thrilled that Daniel Collado-Ruiz has just been invited to join Nestholma’s partner roster.

Nestholma partners

Daniel Collado-Ruiz wears a lot of hats with ease (both figuratively and literally). He has an impressive list of accomplishments as an academic, entrepreneur, business coach and educator. On the academic side Daniel was an Associate Professor at Universitat Politècnica de València in Spain. His specialty was ecoinnovation and creativity. As an entrepreneur, he has founded Nurtup that helps people interact better through games. Both in the academia and business, Daniel has been organising workshops for people and companies to develop in five continents.

Daniel has been already working for Nestholma since last summer. During Nestholma’s Nordea Startup Accelerator his contribution as the project manager, coach and Stockholm site manager was invaluable. Daniel continue to have a key role in running programs, coaching startups and running workshops,

Daniel will be in charge of some of our most important activities. One of Nestholma’s cornerstones is the scalable program model that we’ve been using to run 19 programs around Europe. I’m very pleased to have Daniel running the program model development from now on. The other area is taking care of our international network of mentors. Having a great team is crucial for any business, but having a great network of partners is equally important. And it’s great to have Daniel developing new collaboration opportunities for our mentors and startups.

On a lighter note, Daniel (top left in the picture) also fits our partners’ hairstyle requirements perfectly :-)

Topi Järvinen @topij
Managing partner at Nestholma

Posted by & filed under Entrepreneurship, General.

Entrepreneurship is being hailed as the key to economic growth in the future. It has become an acceptable or even a somewhat glorious way of making a living. Still, our view on entrepreneurship is out-dated and one-sided. With that we’re leaving too many opportunities on the table. To attract even more people to become entrepreneurs, we should widen our perspective. We should talk more about it also as a practical way to achieve your goals rather than just as a goal in itself.

entrepreneurship is a toolThe World Bank and European Commission see entrepreneurship as the way spur economic growth. Everyone loves to hear about the superstar entrepreneurs like Elon Musk and Richard Branson and how they’ve changed the world through entrepreneurship. Especially in the world of the high growth startups, serial entrepreneurship has become the way to do it: grow fast, make an exit and start again. And it is important have the serial entrepreneurs, because you certainly come out of each experience with a lot of new learnings. The accumulated learnings of the serial entrepreneurs are an importan part of the impact entrepreneurship has on the growth. But we need to look beyond these popular views.

Two faces of entrepreneurship

For some of us entrepreneurship itself is important. The ideas and business may change over time, but being an entrepreneur and working for yourself is an important part of working. As Niklas Zennstrom said

If you want to be an entrepreneur, it’s not a job, it’s a lifestyle. It defines you.
Niklas Zennstrom, the Skype co-founder and VC

For others entrepreneurship is just one of the tools in the toolbox. You pick it up, if it helps you to achieve your goals. Still, you are just as happy to work for someone else if that enables you to achieve what you want. Just like Matt Rogers said:

I never wanted to be an entrepreneur. I wanted to build things that are easy to use.
Matt Rogers, Founder and VP of Engineering at Nest (acq. by Google)

Even serial entrepreneur and Twitter co-founder Jack Dorsey has said that he never wanted to be an entrepreneur.

We need to embrace the a broader view of entrepreneurship

Over last year, I’ve worked with hundreds of early stage startup founders and others who have been considering entrepreneurship. For many it seems to be a really scary choice. There are already lots of un-necessary hurdles for people who consider entrepreneurship, including all kinds hurdles in legal issues and taxation. On top of that, the one-sided view makes people think that entrepreneurship is the final choice for the rest of your life. Switching back to some other form of working is too many times seen as a failure. This prevents many people from pursuing great business ideas by using entrepreneurship as a tool.

I think we have a much bigger opportunity in entrepreneurship than we’re thinking. Yes, regardless of our definition, it requires a lot. “The reality is years of hard work, throughout which you usually have no idea if you’re even moving in the right direction.” as Facebook co-founder Dustin Moskovitz has said. Still, it can be a really useful tool – not a goal in itself. It enables many more people to achieve their dreams, make a living, make an impact in the word or whatever it may mean for each of us.

Topi Järvinen, @topij

 

Posted by & filed under Customers, Funding, General, Programs, Startups.

This is a guest post by Maarit Cimolonskas from Feelingstream

Feelingstream is one of our portfolio startups (feelingstream.com). FeelingStream helps large service companies improve customer experience by analyzing customer messages and providing actionable insight on customer feelings using smart analytics. They participated in the first Nordea and Nestholma Startup Accelerator batch. Applications for the next batch is open: apply and read more.

Antti / Nestholma

You have a great idea, so you start it up.  Every founder knows that it’s hard to launch a successful startup. We’ve all heard stories about both startups who fail and startuppers who do it for networking. The truth is that turning a great idea into a profitable business is a difficult journey! Joining an accelerator might help you here and we wanted to put down some of the lessons we believe are relevant to do it.

Accelerator supports your startup

You want to start real business and accelerator advances your doings.

At the same time it equals a lot of work. It might happen that startups wait of being changed better after they join an accelerator. What actually happens is that they are given a better hook to catch a bigger fish!

Intense experience brings accelerated knowledge.

Be prepared that the way you think about the problem you solve may change more than once. The time you spent at the accelerator may come as being too overwhelming and intense at the same time. What it actually brings with is that you get faster answers about the business problem and clearer view about actual business impact.

Take the courage and start creating raving fans as soon as you can.

Profitable business means speaking to actual customers. To start relationships with your customers, you need to get close to their stories. And you need to listen what they have to say. It of course depends on the field you’re in, but the accelerator might as well serve as the gateway to your future customers.

 Accelerator should create as much value as you create value for customers.

Instead of choosing one that brings you more monetary value, go for the one that helps you get closer to your potential customer. Accelerators connected to certain fields bring you actual people with real cases. The sooner you get to know your customer, the better.

Know what you’re missing or where you need to improve. 

Even if your mind acts like sponge for knowledge, it’s good to understand that opinions are different and that in the end, it’s your startup that you want to turn into a business. Mentors are useful only if you know what you need their input for.

Develop and help others develop.

You’re in it together with the teams a lot like you and completely different at the same time.  You’re lucky to have other talented minds around you. They want to help you and giving feedback to other teams might just show you some advancement too.

These are our feelings after participating at the Nordea Nestholma Startup Accelerator. An intense time but what a ride!

Good luck and feel on!

Terje from Feelingstream

– Maarit, Feelingstream

Read more about Feelingstrem at feelingstream.com

Applications for the next Nordea Startup Accelerator batch is open: apply and read more.

Posted by & filed under Customer development, Customers, General, Product development, Startups.

Your startup can only succeed if it can provide real value for your customers. Stop guessing what are your customers’ problems or needs and what they consider valuable. Here’s a framework to help you to really listen to your customer and learn what are the problems your product should solve.

Steve Jobs famously said, “A lot of times, people don’t know what they want until you show it to them.” It’s true that

your customers usually don’t know what is the solution or product they need, but they can tell you what is their problem. Tweet this

Let your customer tell you what is the problem. Don't guess.Take a look at the person missing the bus in the image. What is the product or solution he needs? An alarm clock, timetable app, marriage counseling or what? We can guess, but he can probably tell us in detail what are the problems that make him miss his bus. In other words, just talk with your customer. Once you understand the problems and needs, then it’s your job to be the visionary entrepreneur that comes up with the ingenious solution that the customer could have never envisioned.

If you make sure that you are developing products that someone actually needs, you will eliminate one the biggest reason for which startups fail. But every time we tell our startups to – as Steve Blank says – get out of the building and talk with the customers, they say that it’s hard to do. Based on our experience on working with hundreds of entrepreneurs, we’ve come up with a framework for the customer interviews. Use these five areas as your checklist for discussion topics when you are validating the customers’ problems:

  1. Needs and problems that your customers have
  2. Context for the problems
  3. Substitutes for solving the problems
  4. Value of the problems (time, money etc.)
  5. Other people that have the same problem

What is the most important question to ask from a customer?

My life's work remembered by my Mom (copyright Topi Jarvinen)As Rob Fitzpatrick said in his excellent book “The Mom Test” never ask for opinions from your customers. Ask for specific things that they know about – how they are currently doing things or have done in the past. These are things they know about, and most people like to talk about themselves.

Never try to sell your idea to your potential customers and get them to agree with you when you’re still learning about the problem. It’s really hard to get any reliable information this way, because they probably just don’t want to hurt your feelings. Just like talking to your Mom, right?

When talking with the customers, always let them to do the talking. Your job is to listen and learn. Never ask yes or no questions. Instead ask open questions that let them to describe the problems in their own words and tell you things you’ve never thought of.

The perfect question in most situations is

“Interesting, can you tell me more about it?” Tweet this

Here are some more examples of the kinds of questions we’ve found to be effective customer interviews.

Ask the customer to tell you what are their problems

A large part of business is focused on solving problems—real problems for real people. Grasp the real nature of the problem, and it can be simple to solve. You can do so by asking a few simple questions:

  • What are the difficulties you are experiencing?
  • What is the problem with [x]?
  • How often do you have this problem?

When you start talking with people, you have to teach yourself to hear the important message in their problem statements.   Try to understand:

  • What problems does the customer want us to solve?
  • What is the customer behavior or preferences today?

Remember that it’s not always the most visible and biggest problem that you must solve for your customer. In fact, all the seemingly smaller problems can lead you to areas that specific enough for you to solve. Listen to your customers carefully.

Understand the context in which problems occur

To do this you need to see customer feedback that spans beyond the basic.  You need to understand the context in which the problems occur. Questions such as these can help grow your product and your relationship with your customers.

  • Are there certain things that happen before or after the problem occurs?
  • Does the problem happen often or does it take a long time?

These should help you to understand if there are specific circumstances when the problem occurs. Also, your potential customers may have some real or self-inflicted limitations: common examples are be laws or industry regulations, language, personal preferences etc.

Try to understand how people are solving the problems today

The simplest way to place yourself ahead of the competition is by understanding customers’ needs and problems as well as by understanding what is your competition.  And your competition is not always another company. You may be also looking to improve upon an existing habit, custom or use of a product.

For example, an Indian entrepreneur just invented “edible spoons”. They work perfectly fine as spoons, and you can eat them with the food. The problem with conventional spoons was that they were a big hassle when it came to packing. He needed a substitute solution.

If there’s a real problem, people probably are doing something or using something to solve the problem already. Try to understand this by asking:

  • How do you solve this problem?
  • Is there current way good enough?
  • Do you wish there was something else available?

Then used this feedback to start to think about:

  • Who are the real competitors?
  • What are the current products not doing right?

Determine the value of your product based on their current and past actions and experiences

Nine out of ten startups fail. Most of these failures are not because of insufficient capital or poor marketing, but because they were selling something that nobody wanted to buy.

According to Fortune, most startups fail because “they make products no one wants”.  The solution to this is to focus on what your customers consider valuable. After all,

customer will pay for the value you provide, not for your vision. Tweet this

Asking your potential customer “how much would you pay for this” is not a good way to determine the value. How would they know? You’re asking them to predict the future. Instead ask about things they know about:

  • How much do you currently spend on a product for this type of need?
  • Is it a big problem for you?
  • How much time or money you waste because of this problem?

Remember, not every problem is worth solving with a new product. Sometimes the time savings, cost efficiency, new revenue opportunity, enjoyment or some other benefit of the new solution just doesn’t provide enough value to make your new product interesting. You need to understand this before you waste your time and money on a product no-one wants.

Ultimately, you need to reflect on the answers to your potential customers’ questions by asking yourself:

  • How do my customers spend money in these types of situations?
  • How do my customers spend money for similar needs?
  • What do my customers see as valuable?
  • Is it a real problem or just a small annoyance?

Meet other people—never assume everyone has the same problem

Make sure your startup is offering solution for a problem faced by a sufficiently large number of people. Simply ask your prospective customers, “Does someone else have this same problem?  Would you please introduce me to her?”

Never start building something if it doesn’t have a big enough market. And you have to figure out what is big enough for you. Usually, the best bet is to aim to dominate a niche market and grow from there, as Silicon Valley VC Peter Thiel said in his excellent book Zero to One. Just make sure that there is a market where you can provide enough value.

Make talking with customers your everyday habit

Tweet this
The bottom line is very simple.  Talking with customers before developing new products will help you to build something that actually provides value that they are willing to pay for.  When you understand what is the problem that needs to be solved, you’re well on your way to becoming a successful startup.

And don’t stop there! You need to talk to your customers all the time – even when you’re running a billion-dollar business. As entrepreneur and VC Mark Cuban said:

It is so much easier to be nice, to be respectful, to put yourself in your customers’ shoes and try to understand how you might help them before they ask for help, than it is to try to mend a broken customer relationship

Topi Järvinen @topij

 

Posted by & filed under General, Press release, Startups.

Nestholma startup accelerator program is a free, intensive three-month program in Oulu, Finland run in collaboration with BusinessOulu. This is the second Nestholma batch in Oulu, and it will run in Spring 2016 (14.3.-3.6.). During the program B2B and B2C startups will get a unique opportunity to refine their idea and product with many industry experts, pursue new business opportunities and grow their network. The aim is to make the startup fundable and ready for international opportunities.

Nordea Startup Accelerator

The accelerator takes advantage of Nestholma’s Lean Startup-driven venture accelerator model that has been developed to help startups and large corporations to work together. During the program startups will develop their idea into a product that customers care about and a business opportunity that investors are interested in. Also the aim is help the startups to collaborate with large corporations in order to learn and find new business and partnership opportunities together.

Apply now!

Posted by & filed under General, Programs, Startups.

 

They are here! The first startups for the Nestholma B2B Startup Accelerator Program have been selected.

Nestholma will arrange an accelerator program in Oulu starting in September. The startups are Epic Artiga, FlexiDet, Playsign, SIMO, Technovate and Zemeho

The companies provide a wide variety of innovations from creative and interactive uses of e-ink displays and 3D modelling to printed electronics, automated health examinations, music tools for game developers and solutions for on-demand deliveries.

More info on the startups

Nordea Startup Accelerator

Posted by & filed under General, Press release, Startups.

Nordea is organizing a startup accelerator program in autumn 2015 together with Nestholma. The program will include 10–15 startup companies that will innovate new digital services for customers.

Nordea Startup Accelerator

Nordea startup accelerator program is a free, intensive three-month program in Helsinki, Finland run in collaboration with Nestholma. The program focuses on new, outside the box, innovations for customer experience and touchpoints in digital, value opportunities around payments and as well as ways for achieving your dreams by savings and other means. During the program startups startups get a unique opportunity to work with and learn from Nordea’s experts and executives. We are looking for startups that have an innovative service or technology solution with international growth potential.

Read more in the press release.

 

 

Posted by & filed under General, Press release, Product development, Startups, Technology.

Nestholma joins EIT ICT Labs Trusted Cloud High Impact Initiative to help the SME’s to make a bigger business impact and to support the ecosystem collaboration.

Trusted Cloud HII Acceleration Days in Munich

British Telecom, Telecom Italia, 3D Repo and U-Hopper working together.

EIT ICT Labs Trusted Cloud High Impact Initiative (HII) Acceleration Days gathered six SME’s and three large corporations together in Munich to strengthen the collaboration in building secure European cloud solutions. The event was arranged by Nestholma Venture Accelerator from Finland and Digital Catapult from UK. The aim was to get the small and large companies (British Telecom, Telecom Italia, F-Secure) across Europe to learn from each other and accelerate building the partnerships and customer-driven businesses.

The foundation of the Trusted Cloud Acceleration Days was based on Nestholma’s accelerator model which is based on the idea of helping startups or SME’s and large corporation to efficiently work and build businesses together.

“Privacy and trust are fundamental issues for every business and affect the lives of every consumer daily. We are excited to be able work with the EIT ICT Labs and the companies across Europe to speed-up the development of European Trusted Cloud services with Nestholma’s unique accelerator model” say Nestholma’s CEO Topi Järvinen.

The program included tens of structured one-on-one meetings, Trusted Cloud technology sessions as well as insights and help on building customer-driven secure cloud solutions. Both the SME’s and large corporations felt the Acceleration Days gave them a good foundation for collaboration in the Trusted Cloud High Impact Initiative. Geoff Andersson from one of the SME’s, PixelPin says that

“As a company committed to users privacy and protecting personal data it was great to get so much support from the Acceleration Days in Munich. Operating in the cloud brings many business benefits and getting it right is a must, so we see working with EIT ICT Labs as a vital step forward for us.”

The activity leader, Markku Kutvonen from F-Secure was also pleased with the results.

“The event was short and intensive engagement journey for the SMEs joining the activity, with a lot of business focus delivered by Nestholma and Digital Catapult. I especially liked the matchmaking, where all the partners in our activity shared their contribution and results with the other partners in short one to one sessions. This both created a great atmosphere and awareness of each other’s role and induced innovation inside the group. Very co-operative and successful event, overall.”

Tursted Cloud Munich Acceleration Days

 

More information about the EIT ICT Labs Trusted Cloud High Impact Initiative (HII)