by Thomas Vajay, Navigationlab @ Corporate Startup Summit International 2016 in Zurich

1. Crazy Introduction
CSS
SUMMIT
ZÜRICH
2016
INTRAPRENEURSHIP
WITH
BUDGET
CONSTRAINS
&
RESISTANCE
WORKSHOP
3:
27.4.2016
THOMAS
VAJAY

3. Crazy IntroductionOur afternoon
- Introduction and Intro
- Reality Check Session
Break
- Budget constrains and resistance
- Ideation Session
Break
- Pitch Session

4. The NavigationLab is an externalThinkTank to create leading innovation concepts for
brands and companies.
We help to discover tomorrow's markets with new innovative idea management
approaches.
Values and behaviour of the society are in an ever-changing process. A deep
understanding opens new ways to get in close dialogue with the costumers.
We are an independent consultancy with long-lasting experience and an international
network of experts.

5. Idea Management
How do you learn to think outside the box to find new creative and
disruptive ideas within your organisation?
Communication-Management
How can you start an open and trustful dialogue with relevant future digital
communities?
Brand Management
What is the positioning of your brand and what are the brand values to be
relevant for specific communities in future?

6. Crazy Introduction
My name is"___________________"
…an I tell you 3 things about me
2 of 3 are true, 1 of 3 not!
Crazy introduction

7. The
Power
of
Intrapreneurs

8. Focus
on
innovators,
not
on
innova6on

10. WHO
WANTS
HONEY
NEED
TO
PLANT
FLOWERS

11. Corporate
Proper6es
SPACE
PEOPLE
METHODS

12. Corporate
Space
for
new
ideas.
Space
Open Doors
Colourful
Playful
Zone
Concept
Changeable

13. Innova6on
Sta6on.

14. Zone
Concept
ARENA
WORK
STATIONS
LOUNGE
IDEA
WALLS

15. How
to
work.
Methods
Tools
Customer
Journey
Personas
Brain
Writing
Proto-
typing
Obser-
vations

16. Idea
Genera6ng

17. Corporate
Philosophie
Customer
Centric
Service
Design
Approach
Lust
for
Change
InnovaTon
Culture
New
creaTve
Energy

18. CHANGE

19. „How do I react to
CHANGE?“

20. REACT

21. ACT

22. Act!
Transfer
Knowledge
into
AcTon.

23. Corporate
Playgrounds
Culture
Brand
Innovation

24. Culture
Human
Centric
Learning
OrgansiaTon
Trust
Leadership
EmoTonal
Solidarity
Customer
SaTsfacTon

25. INNOVATION

26.
Most
important
factors
of
cultural
driven
Innova6on
Think
outside
of
the
Box.
Customer
PerspecTve
Ergebnis:
Ideen
plus
InspiraTon
Ideas
&
InspiraTon

27. Customer
Perspec6ve

28. Think
outside
the
Box

30. What excuses occur (usually) not to
implement intrapreneurship

31. What excuses occur (usually) not to
implement intrapreneurship
Why
many
innova6on
programs
fail?
What
are
the
reasons?
20
min
Split
in
3
groups:
Silent
wri6ng
on
Post
It`s
(5
min)
AYerwards
common
clustering
within
the
group
(15
min)

33. 33
Coffee
Break

34. MYTH 1: FINANCIAL RESSOURCES

35. PROPERTY vs. PROGRESS
EUR
3
MIO
CAPEX
EUR
0
MIO
FUEL
HOW
MANY
MILES?
EUR
0,05
MIO
CAPEX
EUR
2,95
MIO
FUEL
HOW
MANY
MILES?

37. “take the first
step in faith. You
do not have to
see the whole
staircase.
Just take
the first
step.”
Martin Luther King

42. MYTH 2: BUDGET PLANNING

43. SAVE 4 INNOVATE
BUDGET
IT
BUDGET
MA
BUDGET
XY
x% dedicated to
INNO projects
x% dedicated to
INNO projects
x% dedicated to
INNO projects
x% INNO
dedicated budget
Existing budgets, based on the cost forecasts
Within
the
running
budget
planning
a
fix
percentage
(differ
per
business
unit)
is
dedicated
to
the
innovaTon
hub.
Aim
-­‐>
to
make
exisTng
internal
projects
to
innovaTon
projects.

44. INNOVATE HOW YOU INNOVATE
Existing budgets, based on the cost forecasts
dedicated
P1
P2
P3
P4
P5
P6
P7
P8
P9
P10
P11
P12
innovation
P2
P3
P4
P5
P7
P8
P9
P10
P12
pot (x %)
Monitoring & Reporting
BUDGET IT BUDGET EF BUDGET XY
TAKE
CARE
THAT
YOUR
INNOVATION
TOPICS
ARE
NOT
ON
TOP
PROJECTS.
MAKE
THEM
PART
OF
YOUR
ROADMAPS.
USE
EXISTING
PEOPLE
ON
EXISTING
TOPICS.
IF
THE
TOPICS
ARE
THE
WRONG
ONE
-­‐>
REPLACE
IT.
DO
NOT
MORE
THINGS,
DO
THE
RIGHT
THINGS

45. MYTH 3: „WE HAVEN´T GOT ENOUGH
PEOPLE“

46. USE EXISTING COMPANY WIDE
PROGRAMS

47. HOW TO AVOID RESISTANCE?

48. WHY PEOPLE ACT, HOW THEY ACT?
Experience
Belief
Value
Ac6on

50. WHY PEOPLE ACT, HOW THEY ACT?

51. WHY PEOPLE NOT ACT,
HOW THEY SHOULD ACT?
Experience
Announcements
Values
drawn
by
somebody
else
Surveys
Annual
Reports

52. BE ALWAYS ON AIR, NOT ONE-TIME

53. ORECHESTRATE IT TO AN EXPERIENCE

54. IDEATION SESSION

56. Transfer causes to solution
Problem
Cause
Cause
Cause
SoluTon
What
Idea
(how?)
What
Idea
(how?)
What
Idea
(how?)

57. What?
How?
…should
we
increase,
create
new,
reduce
or
eliminate?
…do
we
solve
this?
CONCRETE
ACTIONS
Impuls
?
?
?
?
?
?
?
?

58. Change
Matrix
increase
reduce
new
eliminate
: Go
in
your
group
:Use
marker
and
Post
It`s
:Use
the
Brainwri6ng-­‐Method
: 5
min
silent
thinking
and
wri6ng
:15
min
talking
and
clustering

59. CONCRETE
ACTIONS
HOW
do
we
solve
this?
: Take
the
best
impulses
from
the
change
matrix
: Think
in
ac6ons
and
concrete
solu6ons
: Ask
HOW
:
Use
Brainwri6ng
(5
min
silent,
25
min
discussion)

60. Crazy Introduction
THOMAS
VAJAY
Geschämsführer
PHONE:
+49
211
9874
0202
MOBILE:
+43
(0)660
585
1677
EMAIL:
TV@NAVIGATIONLAB.DE
NAVIGATIONLAB
GMBH
INNOVATIONS-­‐BEFÄHIGUNG
WEB:
hrp://www.navigaTonlab.de
FACEBOOK:hrp://www.facebook.com/navigaTonlab