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CbusineZ Corporate venturing in health insurance
“drive, focus, insights and speed”
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Introduction
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Drs J.G.B. de Groot [email protected]
Currently: board of CbusineZ Past: DSM and Managing partner The Essence Consulting Experience in venturing: - Set up 6 companies as a managing director
- Served on 17 boards as a (non-)executive director
- Involved in > 30 M&A deals
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Index
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Our environment Corporate Venture Office in practice: Why and How? Growth patterns and implications
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CZ a main player in the Dutch health insurer market
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3.3 mln affiliates
market share: 20%
turnover: € 6.5 billion
staff: 2.450 Fte’s
Top - 3 H.I.C.
supports 3 labels
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The cost of healthcare have risen sharply
Rise cost of hospitalcare in Netherlands last 5 year
Cost increase in AWBZ (elderly care) in 10 year
30 % to 20 mrd €
66 % to 21 mrd €
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In 1970:
72 year
In 2020 there are 3,3 mln 65+
Life expectancy has risen
LINH, RIVM,
+3
And will increase the coming years
65+ in 2010:
2,5 mln
This will lead to an increase in the number of elderly people
Baby in
2010: 83jr
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We live longer.... But not always healthy...
LINH, RIVM,
50% doesn’t exercise enough
40% over weight 15% obesity 27% smokes
Unhealthy lifestyle is an important reason for chronicle illness
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463.000 569.000
1.1 mln 1.2 mln
Because of higher life expectancy & unhealthy lifestyle the number of chronically ill will rise
Depression COPD Diabetes heartcondition
Can you imagine what this means for care delivery?
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Index
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Our environment Corporate Venture Office in practice: Why and How? Growth patterns and implications
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Corporations have a ‘natural’ problem with innovation
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Tendency to keep status quo
There is (or was) a reason for
doing things they way there
done…
A natural inertia to change
Different skills set
A corporation requires less
entrepreneurial and integral
skills.
No processes and experience
Corporations and departments have no processes nor
experience for guiding innovations
Innovation
Operational focus
Focus on ‘getting the
business right and controlled’
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CbusineZ realises innovations that contribute to a more patient centric, sustainable healthcare
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Participant Incubator
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CbusineZ portfolio jan 2013
Previously
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CbusineZ organisation: the elements have to aligned
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Organisation
Culture
Process & Tools
Finance
People
Strategy
Corporate Venture Office
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CbusineZ organisation: the elements have to aligned
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Organisation
Culture
Process & Tools
Finance
People
Strategy
Corporate Venture Office
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Position in the CZ organisation: at board level
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Board CZ
Marketing
Healthcare procurement
Sales
Customer service
Declaration services
Staff
Board CbusineZ
Legally CbusineZ is a separate legal entity with its own board Functionally To the CZ organisation the CZ-CbusineZ board present themselves as one So CbusineZ is organised at C-level
CSF
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CbusineZ organisation
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Executive board
A. van Son J. de Groot
R. Yap
Business managers
JH Willemse B. v.d Kallen U. Soffers
GJ van Rossum H. Agten
Investment managers Support
A. Bonte T. Talen
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CbusineZ network: CbusineZ, Venture managers and CZ innovators
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CZ innovators
Vent
ure
maa
nger
s
CbusineZ
Executive board
A. van Son J. de Groot
R. Yap
Business managers
JH Willemse B. v.d Kallen U. Soffers
GJ van Rossum H. Agten
Investment managers Support
A. Bonte T. Talen
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CbusineZ network: CbusineZ, Venture managers and CZ innovators
CbusineZ event: (Every 3 months) Deal flow Presentation on relevant topic (eg strategy, innovation lessons from Jobs) Thought provoking topic: (eg design, serious game) Networking
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CZ innovators
Ven
ture
maa
nger
s
CbusineZ
Executive board
A. van Son J. de Groot
R. Yap
Business managers
JH Willemse B. v.d Kallen U. Soffers
GJ van Rossum H. Agten
Investment managers Support
A. Bonte T. Talen
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We celebrate the successes and acknowledge the business manager/ CZ innovator
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CbusineZ organisation: the elements have to aligned
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Organisation
Culture
Process & Tools
Finance
People
Strategy
Corporate Venture Office
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CbusineZ attracts employees from CZ and ‘reprograms’ them
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Board CZ
Marketing
Healthcare procurement
Sales
Customer service
Declaration services
Staff
Venture
Opera
CbusineZ
Investment managers Venture manager Consultant
1
1
2
3
2
3
Intensive coaching program: from “corporatee” to innovator Attitude - Results Instead of process - Don’t tell me why it can’t be
done, tell me what you need - Connect instead of protect
Skills - Focus, focus, focus - PRISMA (problem solving)
Speed - Enourmous acceleration
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What is the biggest difference between working for CZ and for CbusineZ?
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A. Bonte
T. Talen
In my opinion is the biggest difference that CZ has a control and process driven culture. It requires you to think: “does it fit and what pre conditions”. It tries to avoid risks in every aspect of work. CbusineZ expects you to think in terms of possibilities and forces me to think/work without boundaries up front
For me the big difference between working at CZ and CbZ is focus. Focus on theme's, goal setting, results. And focus leads to speeding up!
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CbusineZ organisation: the elements have to aligned
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Organisation
Culture
Process & Tools
Finance
People
Strategy
Corporate Venture Office
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CbusineZ developed (only last year) a process and tools to manage innovations and ventures
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0. Idea Generation
1. Screen lead/idea
3. Develop mature Venture
2.1 New Venture
2.2 Participation M&A
BP Start up Scale up Expansion Exit Venture
4. Exit Venture
dealflow en innovatie-mngt Cbusinez 18-okt-11Innovatiesnaam soort CVM-status BMngr Mijlpaal gereed% gereedNIEUWE VENTURES CVM-status
Businessplan 1 1/2 dermatologie NV NV-2 Opstart + M&A-3 TT 01-12-11 25%
Introductie PROMS NV NV-2 Opstart JvV/JdG 01-09-11 95%
Matching Talen: marktplaats voor Vp NV NV-2 Opstart TT 01-12-11 30%
Nieuw Concept voor B&G (profielgericht verzuimmngt) UVV NV-2 Opstart TF 09-07-11 10%
Centrale inkoop voor v&v huizen NV NV-1 Businessplan JN 01-02-12 0%
Premium Care & Living NV NV-1 Businessplan BLE ?
PARTICIPATIES CVM-status BM Mijlpaal % gereed
Plannings- communicatiesysteem voor mantelzorg NV MA-2 Screening aanbod NvL 01-10-11 90%
Fusie en schaalvergroting WMO KT Part MA-2 Screening aanbod JdG 15-11-11 50%
Bekijken mogelijke participatie in Medicinfo van APO Part MA-2 Screening aanbod JdG 01-12-11 25%Fusie PROMs en Miletus & aanscherpen CQI Part MA-2 Screening aanbod JdG 01-12-11 0%Verkoop Huisartsenscan aan derde partij Part Ex-4 Onderhandelen voorwaardenABO 01-01-12 50%
Projecten CVM-statusZorgregelaar Proj PJ-4 Uitvoering ABO 01-04-12 25%
Lichtere cardio processen met ehealth (Philips) Proj PJ-3 Ontwerp TK/JdG 29-06-11 10%
ZDF: Proces rondom verstrekking aan- en uittrekhulp verbeteren Proj PJ-3 Ontwerp JD 22-06-11 10%
ZDF: serious game ontwikkelen Proj PJ-2 Opstart JdG 01-04-12 50%
Mental ehealth in 2e lijn Proj PJ-1 Projectplan NS 10%
Verbeteren inzet Best Doctors proj PJ-1 Projectplan ABO 5%
IDEE EN VERKENNINGFASE 1-2
Arbo diensten te koop? 2. verkenning TT 90%
Informatieuitwisseling binnen ouderenzorg met MMG 2. verkenning HA ? 75%
Ondersteuning BMI 30-35 2. verkenning TT 70%
Model ziekenhuis met Bernhove 2. verkenning JdG 50%
Bekijken mogelijkheid KZN voor fysiotherapie 2. verkenning GvR 50%
KZN voor AWBZ ism buurtzorg&omaha systeem 2. Verkenning HA ? 25%
Qiy als alternatief voor het EPD (incl investering/toezicht) 2. Verkenning WCA 01-09-11 10%
Kwaliteit meten door gezondheidswinst te bepalen 2. verkenning JdG 10%
DICA als benchmark voor oncologie 2. verkenning JdG 10%
Obesitas ondersteuning met mobiel (icm Rabobank) 2. verkenning JdG 5%
Deal Flow contract library Venture Mngt model
Business plan
Marketing & sales
Partner network
Organisatie
Product
Intellectual Property/
Strategic assets
Delivery processes
Managing director
Team & key personnel
Structure & governance
Financial performance
Financial structure
Control
strategy
Organisation
Product Fi
nanc
ial
Strategic goal
1. Market Map 2a. Strategic goal for the parent 2b. Needed results 3. Business goals for the Venture 4a. Needed links with the parent 4b. Needed links with other Ventures in the portfolio 5. JV partner selection and abilities to be transferred
Strategic Goal Map
Strategic Goal Map
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Deal flow list facilitates progress by transparency and killing projects that won’t progress
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dealflow en innovatie-mngt Cbusinez 18-okt-11Innovatiesnaam soort CVM-status BMngr Mijlpaal gereed% gereedNIEUWE VENTURES CVM-status
Businessplan 1 1/2 dermatologie NV NV-2 Opstart + M&A-3 TT 01-12-11 25%
Introductie PROMS NV NV-2 Opstart JvV/JdG 01-09-11 95%
Matching Talen: marktplaats voor Vp NV NV-2 Opstart TT 01-12-11 30%
Nieuw Concept voor B&G (profielgericht verzuimmngt) UVV NV-2 Opstart TF 09-07-11 10%
Centrale inkoop voor v&v huizen NV NV-1 Businessplan JN 01-02-12 0%
Premium Care & Living NV NV-1 Businessplan BLE ?
PARTICIPATIES CVM-status BM Mijlpaal % gereed
Plannings- communicatiesysteem voor mantelzorg NV MA-2 Screening aanbod NvL 01-10-11 90%
Fusie en schaalvergroting WMO KT Part MA-2 Screening aanbod JdG 15-11-11 50%
Bekijken mogelijke participatie in Medicinfo van APO Part MA-2 Screening aanbod JdG 01-12-11 25%Fusie PROMs en Miletus & aanscherpen CQI Part MA-2 Screening aanbod JdG 01-12-11 0%Verkoop Huisartsenscan aan derde partij Part Ex-4 Onderhandelen voorwaardenABO 01-01-12 50%
Projecten CVM-statusZorgregelaar Proj PJ-4 Uitvoering ABO 01-04-12 25%
Lichtere cardio processen met ehealth (Philips) Proj PJ-3 Ontwerp TK/JdG 29-06-11 10%
ZDF: Proces rondom verstrekking aan- en uittrekhulp verbeteren Proj PJ-3 Ontwerp JD 22-06-11 10%
ZDF: serious game ontwikkelen Proj PJ-2 Opstart JdG 01-04-12 50%
Mental ehealth in 2e lijn Proj PJ-1 Projectplan NS 10%
Verbeteren inzet Best Doctors proj PJ-1 Projectplan ABO 5%
IDEE EN VERKENNINGFASE 1-2
Arbo diensten te koop? 2. verkenning TT 90%
Informatieuitwisseling binnen ouderenzorg met MMG 2. verkenning HA ? 75%
Ondersteuning BMI 30-35 2. verkenning TT 70%
Model ziekenhuis met Bernhove 2. verkenning JdG 50%
Bekijken mogelijkheid KZN voor fysiotherapie 2. verkenning GvR 50%
KZN voor AWBZ ism buurtzorg&omaha systeem 2. Verkenning HA ? 25%
Qiy als alternatief voor het EPD (incl investering/toezicht) 2. Verkenning WCA 01-09-11 10%
Kwaliteit meten door gezondheidswinst te bepalen 2. verkenning JdG 10%
DICA als benchmark voor oncologie 2. verkenning JdG 10%
Obesitas ondersteuning met mobiel (icm Rabobank) 2. verkenning JdG 5%
Simple list with Ventures & projects with their status and milestone deadline
Managers want to show progress The deal flow makes the progress transparent. Managers want to show progress to the board and the rest of the CbusineZ community
Facilitates killing projects Corporate habit: We have invested a lot of effort in this project, so it would be a shame to stop now... Kill and kill early! Ventures/projects that won’t progress are killed! “Don’t be temped to let it simmer”
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Index
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Our environment Corporate Venture Office in practice: Why and How? Growth patterns and implications
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An ideal venture develops in phases and when reaching it goals develops new business
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Valu
e of
the
Vent
ure
BP Start up Scale up Expansion Time
Develop mature venture
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BP Start up Scale up Expansion
At Business plan phase the business concept and organisation is designed
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Valu
e of
the
Vent
ure
Time Develop mature venture
Result : Business plan Important: - Quantitative research with potential customers and
partners - Clear value proposition - Design of the value delivery organisation - “real world” financials
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BP Start up Scale up Expansion
At Start up phase the organisation will be build and launching customers will start
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Valu
e of
the
Vent
ure
Time Develop mature venture
Result : Organisation and key personnel
Product / service 0.1 Launching customers
Important: - Updated business plan with new insights - Top quality CEO and key personnel - Marketing & Sales plan for next phase
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BP Start up Scale up Expansion
The hurdles to reach ‘critical mass’ are to successfully scale up operations and improve product
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Valu
e of
the
Vent
ure
Time Develop mature venture
Result : ‘Critical mass’ & satisfied customers
smooth operation cash flow positive / break even
Important: - Use of customer feedback to improve product - Focus on customer needs AND delivery - Cash to finance the growth
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BP Start up Scale up Expansion
The challenge in Expansion phase is the balance between growth and professionalization
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Valu
e of
the
Vent
ure
Time Develop mature venture
Result : Desired market share & profitability Important: - Professionalise processes
& control - Team able to expand &
control - Cash to finance Growth
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BP Start up Scale up Expansion
A mature ventures needs to foster it’s core while developing new business
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Valu
e of
the
Vent
ure
Time Develop mature venture
Result : Profitable core & New business Important: - Rationalise & improve core
product and processes - Develop new business - Keep up the ambition!
Core
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Stand Still
Unfortunately... Ventures “sometimes” deviate from the optimal growth pattern
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Valu
e of
the
Vent
ure
BP Start up Scale up Expansion Time
Develop mature venture
Crashed
Slow grower
Flat liner or Zombie
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We had no tool to analyse organisational maturity and to coach the venture director
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How good are the ventures in the portfolio?
BP Start up Scale up Expansion
Val
ue o
f the
Ven
ture
Time Develop mature venture
Core
How can we help ventures to progress to the next phase?
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Bell-Mason framework
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We’ve changed some aspects because of our environment, CSF in our experience & mature phase
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Business plan
Marketing & sales
Partner network
Organisatie
Product
Intellectual Property/
Strategic assets
Delivery processes
Managing director
Team & key personnel
Structure & governance
Financial performance
Financial structure
Control
strategy
Organisation
Product Fi
nanc
ial
Strategic goal
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Based on literature, experience and case study we devoloped our own rules set
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Venture management literature
Subject literature
Experience
Cases
CbusineZ Venture Management Heuristic rules set