Bilal El Alamy (PyratzLabs): "Large groups have a lot to offer start-ups and vice versa".

‍What are the best practices for corporates who want to innovate in Web3?

I think it starts with taking an overview of what's being done and comparing the models with each other. The entrepreneurial ecosystem is as full of experiments as there are start-ups! Next, I'd advise keeping an open mind, in the sense that some subjects should be brought in-house and others outsourced (using start-up products). It really depends on the strategic stakes for the corporate and its balance in relation to the allocated budget. 

‍What are the best use cases identified so far?

Use cases should focus on three issues: sales growth, cost/process optimisation and regulatory compliance. To increase sales, we can capture 'grey' markets like the secondary market for luxury goods, or upsell and engage like Cohort. I'm also thinking of cases involving the tokenisation of traditional and alternative assets, a FinTech/InsurTech topic, with examples such as Spiko, Intercellar, Bolero and Equisafe. Finally, on the regulatory side, digital passports and decentralised identity are going to be big issues in all industries (education, the arts, luxury goods, the public sector, etc.). I'm thinking of companies like Verifiables. 

‍Do you see more prospects in B2B or B2C?

I think it's the advent of B2B subjects, because of the abstraction and standardisation of blockchain, which is becoming a mature technology. Companies have a lot to offer start-ups and vice versa. 

‍How can we best connect corporates with the entrepreneurial fabric of Web3?

We need to be able to conduct strategic market intelligence and summarise opportunities, risks and key success factors. But this also requires corporates to drive change internally, because several business units (innovation, business lines, finance, etc.) need to get involved for this connection to bear fruit. 

‍How does PyratzLabs meet the needs of corporates?

We have created an offering to improve strategic intelligence for major groups and formalise a methodology to infuse corporate teams with the importance of these topics and how to maximise post-POC!

‍What is the full range of services you offer?

Concretely, we offer an annual subscription for strategic intelligence, the possibility of operating the corporate accelerator on a white label basis, which involves sourcing and maximising the integration of innovative solutions within a group. We also offer a corporate start-up studio, where we create start-ups for major groups in the form of joint ventures. This is a model we prefer to intrapreneurship, as it provides a better alignment of interests with the founders and emancipates the corporate from reputational risks.

‍You also founded the Blockchain Business School. How is this training structure relevant for corporates?

As a training organisation, we enable major groups to use their 'opco' to certify employees in generalist, financial and technological blockchain subjects. We recently announced work with Delubac, for example.

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