Communication between energy startups and large energy companies

Symptom of the merger between the startups and the large energy companies, where this international group was present above all via digital startups which invested. Other large structures with “connected traveler innovation village” or others offer support and assistance structures to external startups. Finally, these same large groups offer their employees to create internal startups. 

Communication between energy startups and large companies

Large energy companies and startups, two types of organizations in meaning where: “an organization involves, on the one hand, relationships between individuals explicitly described in contracts and regulations, and on the other hand, implicit relations, fixed by customs and conventions.”

Why this craze around startups by energy companies? Part of the answer, is in the current economic crises in particular because: “hyper-competition weakens western companies now also competing on innovation (initiated by outsourcing and then outsourcing to the developing countries). Gold, innovation remains the key to maintaining and or creating a competitive advantage sustainable for firms specializing in their profession”. 

In associating with startups, they: “seek to integrate into their knowledge capital particularly innovative, cutting-edge and or totally innovative technologies and skills outside their usual fields” and this without take the risks inherent in this type of research. Rockstart company involved in the market considers the approach to the communication within the situation of the world crises.

Rockstart startup service

These two types of organization: energy companies and startups are therefore complementary thanks to their otherness, in particular to counter players like IBM and anticipate developments in the sector. This seems all the more important for large companies of the energy sector to take into account this otherness, which they must be part of this new economy which gives the characteristics: 

  • the short duration of the contract: uncertainty, instability and environmental turbulence, globalization but fragmentation of markets, reduction life cycles, proliferation of new products,
  • level of customer demand but fluttering, need for tailor-made products and services, high rate of dissemination technological and which calls into question the centralized approach marked by a certain technological practice in place in these companies.

The Rockstart arranges the merge between the startups and larger companies for the lasting future cooperation. Here this relationship of otherness is all the more complex as it must sometimes be lasting, there then a strong tension between these altered organizations. To understand this better, we were also able to carry out a semi-structured interview with the innovation delegate: to put into perspective the approach of this great energy company that is with innovation and startups.

Energy startups and Rockstart has one intrinsic knowledge of the subject which is all the more interesting to highlight perspective those notions of otherness and sustainability that they’re working on. The digital revolution additives, where we find startups, are forward the need to move from a pyramid approach to a horizontal approach to facilitate the flow of information and to be “more agile and open to collaborative practices”.

On the other hand,  health startups must make it possible to move towards this objective of “horizontalizing” the organization and participating in change management organizational. The scope of this change is here rather a radical scope, that is to say that they generate completely new ways of operating for the company. Indeed, each organization has its associated dominant operating mode: e.g. agile approach with lean startup for startups and the V-cycle. 

But these approaches also carry the intrinsic risks of this relationship between these two actors (lifespan of startups, process of large companies, different timescale, differences in communication and organization of the company because of this otherness). These two models confront each other, areas of tension emerge and questions arise.  Startups and Rockstart combine the healthy approach to the communication in question.