{"id":58957,"date":"2015-08-13T11:20:38","date_gmt":"2015-08-13T03:20:38","guid":{"rendered":"https:\/\/canadianinquirer.net\/v1\/?p=58957"},"modified":"2025-01-12T15:37:44","modified_gmt":"2025-01-12T20:37:44","slug":"startup-energy-brings-disneys-bb-8-droid-toy-to-life","status":"publish","type":"post","link":"https:\/\/canadianinquirer.net\/v1\/2015\/08\/13\/startup-energy-brings-disneys-bb-8-droid-toy-to-life\/","title":{"rendered":"Startup Energy brings Disney\u2019s BB-8 droid toy to life"},"content":{"rendered":"
\"(Photo<\/a>
(Photo from Sphero<\/a>)<\/figcaption><\/figure>\n

GLENDALE, Calif. \u2013 If it weren\u2019t for someone willing to entertain a new idea, the new \u201cStar Wars\u201d droid, BB-8, wouldn\u2019t be rolling into living rooms this holiday season.<\/p>\n

The robot \u2013 which looks like a mechanical head on a spinning ball \u2013 was the brainchild of filmmakers behind \u201cStar Wars: Episode VII \u2013 The Force Awakens,\u201d who were unaware their puppetry-animated character could function in real life.<\/p>\n

But in July 2014, the CEO of Lucasfilm-parent Disney, Bob Iger, showed secret images of BB-8 to a startup company called Sphero. It was one of the inaugural class of companies Disney brought into a three-month program meant to nurture their entrepreneurial spirit and maybe generate a money-making product.<\/p>\n

It was like Force lightning hitting pay dirt.<\/p>\n

Sphero\u2019s founders dummied up a functioning prototype that very night, an innovation that now sits in a special locked room in its headquarters in Boulder, Colorado.<\/p>\n

\u201cImagine sitting down with Bob Iger and him pointing to something the whole world wants to know about,\u201d said Sphero CEO Paul Berberian. \u201cAnd you get to see something that you\u2019ve been working on. What a magical stroke of luck.\u201d<\/p>\n

Disney\u2019s \u201caccelerator\u201d is the kind of program being adopted by big companies like Microsoft, Barclays, Nike and Volkswagen. The idea is to invest a small amount in a handful of startups, set them up in cheap office space, mentor them, and launch them on a trajectory for more funding, product development, and possibly business deals.<\/p>\n

Disney now plans to give the BB-8 toy made by Sphero a big push in September online and in Disney Stores before the movie opens in December. It also took a minority stake in Sphero, which has raised $81 million so far.<\/p>\n

Kevin Mayer, Disney\u2019s chief strategy officer, says the accelerator program is less about earning a quick profit and more about dreaming up innovative products and injecting Disney\u2019s upper management with energy and ideas.<\/p>\n

\u201cThere\u2019s a different form of excitement that you get when you have new people whose company is on the line and it\u2019s a make-or-break moment for them,\u201d Mayer said. \u201cAll the executives who came in and mentored \u2013 to a person \u2013 enjoyed it tremendously and came out feeling more energized than they went in.\u201d<\/p>\n

The secret to success? Corporations must \u201cgive first\u201d \u2013 in other words, be free with their time, advice and contacts without an expected return, says David Cohen, the CEO of Techstars, which administers 18 different accelerators, half of which are linked to major corporations.<\/p>\n

Seeking an immediate benefit through an exclusive distributor relationship or a guarantee of a future equity stake at a predetermined price can limit good ideas and turn away potential applicants on the cusp of trying to broaden their market reach.<\/p>\n

\u201cThat\u2019s what corporate America is still learning,\u201d Cohen said. \u201cOnce (corporations) are helpful, in turn, (the startups) are probably happy to have them invest more or buy the company.\u201d<\/p>\n

Already funded with roughly $30 million before joining Disney\u2019s accelerator, Sphero didn\u2019t need the $120,000 investment that all participants are awarded. Instead, it was looking to tap into Disney’s storytelling expertise to humanize its toy and gain access to Disney’s senior management team.<\/p>\n

The relationship helped open the door to Sphero becoming the licensed maker of the BB-8 toy, get distribution agreements with major retailers and polish its in-store presence.<\/p>\n

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\u201cI can\u2019t express how much they\u2019ve essentially backed up the truck to help us,\u201d Berberian said.<\/p>\n

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\u201cIt\u2019s humbling.\u201d<\/p>\n

Accelerators are becoming an increasing source of innovation for major companies. Accelerator operators like Techstars and Plug and Play Tech Center pair large companies like Home Depot, Johnson and Johnson, Citibank and Coca-Cola with startups that could benefit from their connections and experience. Meanwhile, large companies are scouring the landscape for ideas that can help them stay ahead.<\/p>\n

Microsoft has run 410 companies through its accelerator program since 2012, and even acquired one in 2013 \u2013 MetricsHub \u2013 which helps IT managers keep an eye on their cloud computing resources and save money through automation. The product is now given to customers of the Windows Azure cloud computing service for free.<\/p>\n

But not all accelerators work. Media Camp, an accelerator run by Time Warner Inc.\u2019s Turner and Warner Bros. units, was shut down last year after three years.<\/p>\n

Hal Gregersen, executive director of the MIT Leadership Center, says embracing new ideas can be difficult for large organizations, especially those focused on results, execution and improving profits from existing business lines.<\/p>\n

\u201cNew ideas will never be nurtured for success by results-driven executives who either don\u2019t know how to innovate themselves, or truly don\u2019t honor others who do,\u201d he said. \u201cBecause most of these ideas are long leaps of faith.\u201d<\/p>\n

This year\u2019s class of 10 startups has already taken up residence at the Disney space in Glendale, across the street from its interactive and consumer products division. On a recent visit, the startups\u2019 CEOs introduced themselves and their projects as Mayer walked around the room asking questions.<\/p>\n

MakieLab, the maker of custom-made dolls made using 3-D printers, was looking to explore pairing its technology with Disney characters, like its Princess line. Mayer thought out loud about teaming up MakieLab with a graduate of last year\u2019s class, Tyffon, which adapted its zombifying photo app for Disney characters from \u201cFrozen\u201d to \u201cStar Wars.\u201d<\/p>\n

\u201cIf you could mesh that with a 3-D printer and have the whole thing come out in a 3-D doll, now we’re talking,\u201d Mayer said.<\/p>\n

Tan Le, CEO of Emotiv, said she hoped her brainwave-reading headset might follow in Sphero\u2019s footsteps. Software developers have proven they can use the headset to direct self-driving cars.<\/p>\n

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Other applications include helping disabled people drive wheelchairs.<\/p>\n

Le was well aware her device imparts upon its wearer powers eerily reminiscent of the Force from \u201cStar Wars.\u201d<\/p>\n

\u201cThe opportunity to embed a product into the \u2018Star Wars\u2019 franchise is enormous,\u201d she said. \u201cWe think our relationship with Disney can be a real game changer for us as well.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

GLENDALE, Calif. \u2013 If it weren\u2019t for someone willing to entertain a new idea, the new \u201cStar Wars\u201d droid, BB-8, …<\/p>\n","protected":false},"author":33,"featured_media":58960,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5],"tags":[35],"class_list":["post-58957","post","type-post","status-publish","format-standard","has-post-thumbnail","category-technology","tag-original","mauthors-ryan-nakashima","mauthors-the-associated-press"],"_links":{"self":[{"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/posts\/58957","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/users\/33"}],"replies":[{"embeddable":true,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/comments?post=58957"}],"version-history":[{"count":1,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/posts\/58957\/revisions"}],"predecessor-version":[{"id":282873,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/posts\/58957\/revisions\/282873"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/media\/58960"}],"wp:attachment":[{"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/media?parent=58957"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/categories?post=58957"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/canadianinquirer.net\/v1\/wp-json\/wp\/v2\/tags?post=58957"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}