Financing
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Benefit from our close collaboration with a network of private investors to support your growth.
Start-up mode®
Tap into our expertise to assist your team in creating new value propositions and product concepts.
Deal flow
Connect with leading organizations to activate collaboration and investment opportunities.
Private Financing
Benefit from our network of private investors with whom we work in close collaboration.
Open Innovation Calls
Benefit from our close collaboration with a network of private investors to support your growth.
Deliver new products, new value and new revenue streams with the Start-up Mode.
Deliver new products, new value and new revenue streams with the Start-up Mode.
What if your company could combine its strengths with the agility of a start-up? In today’s fast-changing world, to stay ahead, companies must think and act like start-ups: moving quickly, experimenting boldly and adapting to market shifts with speed and precision.
Established corporations, with efficient structures and roadmaps for current operations, face a paradox as this efficiency can impede breakthrough innovation. In contrast, startups thrive on disruptive mindsets, prioritizing the detection of new business opportunities and gaining market traction through differentiation, a unique value propositions and rapid decision cycles.
BLUMORPHO’s Start-up Mode enable a synergy between established corporations and the agility of startups: corporate partners harness their strengths while embracing the nimbleness and innovation focus inherent in the startup approach.
The BLUMORPHO Start-up Mode supports partners through a customer-centric process, pushing beyond current products and expressed needs. It allows identifying overlooked customer segments, utilizing market trends to craft innovative value propositions and business models.
By this action, BLUMORPHO establishes optimal conditions for capturing value by swiftly leveraging new markets through accelerated decision cycles, ensuring a dynamic approach to maximizing value in the ever-evolving business landscape.
“Thanks to the collaboration with BLUMORPHO we have been able to create inside Pfeiffer Vacuum a small start-up to promote a new business model. BLUMORPHO helped us to allocate the right roles among the team members involved. They also assisted us in the elaboration of a new value proposition that we have already tested with large customers. We are now in a larger implementation phase for 2021. I really recommend the Start-up Mode approach by BLUMORPHO.”
CEO, PFEIFFER VACUUM
Why did we contact Blumorpho and bring in their team?
We have our own team, but over the last month or so, I realized—along with the team—that if we only worked among ourselves, we wouldn’t have an external perspective to truly challenge our own vision and processes. Since our goal was to create disruptive solutions for our business model, we needed an outside view.
That’s exactly what we expected from Blumorpho, knowing that they were in contact with many startups. This was a great advantage for us because we knew that, at some point, we would need access to new technologies or new manufacturing methods beyond our own capabilities. Being part of a network of think tanks, startups, and disruptive thinkers was a valuable opportunity, and that’s exactly what we gained from working with Blumorpho.
Thanks to our collaboration with Blumorpho, we have been able to create a small startup within the company—structured just like a startup—to promote a new business model. Blumorpho helped us allocate the right roles to the different team members within this startup. They also supported us in developing a new value proposition, which we have already tested with major customers.
We are currently in the implementation phase and expect to receive initial results and feedback from these key customers by mid-2021. If the results are promising—and we strongly believe they will be—we will extend this proof of concept to other customers and continue to develop and structure the startup we created with Blumorpho.
I highly recommend leveraging Blumorpho’s startup approach if you share the same vision that we had at Pfeiffer Vacuum.
Armed with insights from Step 1, we challenge our hypotheses by engaging directly with customers, key industry players, and external experts. We map relevant external competencies, conduct targeted interviews, and refine value propositions based on real market feedback. This step is crucial for defining an attractive business model and ensuring a competitive edge.
We start by capturing internal expert knowledge and analyzing market opportunities. Through workshops or targeted interviews, we identify customer pain points and emerging trends that will shape future business strategies. A SWOT analysis ensures that growth ambitions, strengths, and challenges are clearly defined before engaging with the ecosystem.
With all insights consolidated, we support your management team in making strategic growth decisions. Whether through external acquisitions, internal growth, partnerships, or spin-offs, we evaluate feasibility and provide a data-driven roadmap for success. A final Opportunity Matrix ensures the best positioning based on market attractiveness and business potential.
“It is very challenging for a company to move from one Business Model to a new one. All the disrupting players we know have all started from scratch.”
Author (Inside the Tornado, Crossing the Chasm...) and Adviser (Intel, Microsoft, Salesforce, Airbnb, Box...)
Hi, I’m Jeff Moore, and I’m excited to be participating in the Info Conference this October. My role in the industry spans multiple facets: I am an author, speaker, and advisor. As an author, I am perhaps best known for my book Crossing the Chasm, which explores the challenges startups face when bringing disruptive technology to a mainstream market. The frameworks from this book are central to my work as a venture partner at Wildcat Ventures, where I spend every Monday mentoring startups on how to navigate these challenges.
Another book I am widely recognized for is my most recent one, Zone to Win. It also focuses on the journey of introducing disruptive technology to markets, but from the perspective of established enterprises. The book examines the balancing act between running a core business and investing in new opportunities to stay ahead of industry shifts. I apply these frameworks in my advisory roles with companies such as Salesforce, Microsoft, Intel, and emerging players like Splunk, Box, and Airbnb.
At the Info Conference, I aim to bring this perspective to our discussions on emerging opportunities. The reason we gather for this summit every two years is clear: the world is in urgent need of innovation, and technology is one of the most powerful tools we have to improve quality of life. Our goal at the conference is to identify where cutting-edge technology meets the most pressing market needs. We often refer to this intersection as trapped value—where outdated systems, once designed to propel us forward, now hold us back. The mission of the Info Conference is to unlock this trapped value by finding the optimal points of investment, applying our best technologies to the world’s most critical problems.
Throughout my career, I have witnessed wave after wave of innovation. Initially, we introduced client-server applications for supply chain management—so-called systems of record—which, when integrated with the internet, expanded global trade and significantly improved economic conditions worldwide. The next major wave was consumer computing, marked by the rise of digital devices, mobile technology, and cloud computing. This revolution put vast amounts of information at people’s fingertips and allowed for new ways of connecting and transacting.
More recently, a new transformation has emerged. The systems of engagement that revolutionized consumer behavior have now been linked to enterprise and governmental systems. The goal has been to improve services by integrating these engagement platforms with traditional systems of record. Now, we stand at the threshold of yet another revolution—one powered by artificial intelligence and machine learning. By analyzing digital interactions and log data, we can detect patterns that allow us to make smarter decisions in areas like predictive maintenance, cybersecurity, targeted advertising, urban planning, and even healthcare. This is where I see the most exciting potential for technology in the coming decade, and I hope the Info Conference will focus heavily on these opportunities.
Of course, with such rapid innovation comes the challenge of bringing new ideas to market in a scalable, reliable, and responsible manner. While people naturally love to innovate, the difficulty lies in structuring innovation within systems that inherently resist change. This is why innovation ecosystems are crucial—they create a balance between risk-taking and risk mitigation. These ecosystems include venture capital, high-tech PR, specialized recruiting, business models, incubators, government funding, and legal protections for intellectual property. Silicon Valley has long been a leader in fostering such an environment, but today, similar ecosystems are thriving in China, Europe, Cambridge, London, and Bordeaux, among other places. Just like a master chef adjusting a recipe, these innovation hubs must constantly adapt their ingredients to create the right conditions for success. Gathering every two years at events like Info allows these ecosystems to share best practices and refine their approaches.
On a personal level, I am deeply invested in this mission. Although my career is nearing its later stages, I see the next decade as an opportunity to continue guiding innovation in meaningful ways. Despite the negativity that often dominates the news cycle, global quality of life has improved tremendously in many aspects. However, we still face monumental political, social, and technological challenges. As individuals, we may not have the power of policymakers, but we can improve the systems that uphold the values we believe in. Technology can support democracy, equality, diversity, and other fundamental principles—but it can also be used against them. My goal as an advisor is to help steer technological advancements toward positive outcomes, ensuring that they serve the greater good.
People often ask me how Crossing the Chasm came to be. Before becoming a consultant, I spent a decade in three different startups, each time struggling to bring a product to market successfully. After several failed attempts, I realized there were structural forces at play—patterns that could be understood and navigated. This insight led to the creation of Crossing the Chasm, which provides a strategic approach for startups to successfully transition from early adopters to mainstream markets.
The core lesson of Crossing the Chasm is that while early adopters embrace innovation, mainstream customers require proof. Startups must focus on solving a single, well-defined problem that aligns with their technology’s strengths. By targeting a specific market segment and delivering a complete, repeatable solution, they can establish credibility and build momentum. Once this foundation is set, scaling becomes much easier.
As we gather at the Info Conference, I encourage all of us to think about how we can apply these principles to the challenges of today. By aligning innovation with real-world needs and fostering the right ecosystems, we can unlock trapped value and drive meaningful progress. I look forward to the discussions ahead and to collaborating on the next wave of technological breakthroughs.
Industrial innovation partner bringing access to disruption in technology and business model for strategic and confidential projects.
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