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It is now four years later, and Drinkotec is scaling up fast. They’ve had to make some tough decisions in order to focus, have the best people and build the culture that they want, but today, major beverage companies are seeking their technology in order to go packaging-free. This case is about leadership, culture, sustainability and taking the leap to follow your dreams.

The deal is closed; Franck-Erik Flegbo and Cyril Le Terrien become the owners of Drinkotec but discover that the existing team doesn’t really have the capabilities or culture to innovate. The Covid-19 pandemic hits, and they discover that their customers need Drinkotec’s help.

Franck-Erik Flegbo and Cyril Le Terrien were already successful executives in a major multinational when they decided that it was time to dream, and to build their own company, with a culture that delivered performance, created a culture where everyone wanted to work, used the latest technologies, and did its part to save the planet. The opportunity to acquire 40-year-old Drinkotec came to them, and with it, they saw the vehicle for their dreams

Elisa Vlerick, partner at ninepointfive Ventures (9.5), was putting the finishing touches on the final pitch deck for 9.5’s 2nd VC fund. 9.5’s model was highly innovative as the firm invested only in corporate-backed ventures. The proposition was to bring together venture capital and corporate venturing, capitalizing on the perceived strengths of the latter (strong R&D base, market knowledge, networks, etc.) while providing the starting and scaling up support associated with the former. 9.5 also ensured a strong alignment of incentives by co-investing in each venture. The goal was to turbo-charge corporate-backed ventures for growth … with significant skin in the game. Fund I, raised in 2019, boasted some seven investments and provided evidence great deals were available and the model worked; it was now time for the team to ramp up the initiative. Scaling up brought out a series of new, interesting challenges the team was ready to confront. Key to the model was the establishment and maintenance of mutually satisfactory long-term relationships with corporate partners.

The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The C case assigns the Italian team responsibility for manufacturing the rotogravure prototype.

The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The B case assigns the German team responsibility for manufacturing the flexographic prototype..

The case series is an experiential exercise in virtual collaboration based on the commercial printing industry. Teams are located in Switzerland, Germany and Italy. One team is mandated to oversee the production of two prototype printers, while the other two teams are responsible for producing the new flexographic and rotogravure protypes. The teams are given strict deadlines, budgets and operating constraints. The A case mandates the Swiss team with overall responsibility for managing the production of the two prototypes.