1. 5 SIGNS THAT THESE ARE
THE INTRAPRENEURS
YOU’RE LOOKING FOR!
ERIC TACHIBANA@
ASIAN
FINANCIAL SERVICES
CONGRESS

2. 2 QUESTIONS

3. HOW CAN A SMALL COG IN A BIG
MACHINE HAVE IMPACT?

4. HOW CAN A LEADER CREATE A BIG
MACHINE THAT AFFORDS
OPPORTUNITY?

5. 5 SUGGESTIONS

6. /
CLARIFY
YOUR SCALE1

7. CLARIFY
YOUR SCALE1
MOST FIRMS TREAT
INCREMENTAL &
DISRUPTIVE INNOVATION
THE SAME

8. Clarify
YOUR
SCALE
1
WHEN IN FACT,
THEY’RE TOTALLY
DIFFERENT

9. Clarify
YOUR
SCALE
1
WHO YOU HIRE
WHAT YOU PAY
HOW YOU STRUCTURE
THE ORG
HOW YOU MEASURE
YOUR RISK APPETITE
YOUR PROCESSES
YOUR POLICIES
YOUR TIME FRAME

10. Clarify
YOUR
SCALE
1
IF YOU MANAGE
INCREMENTALLY IN A
DISRUPTIVE MOMENT,

11. Clarify
YOUR
SCALE
1
STEP ONE: CLARIFY
WHAT YOU ARE REALLY
AFTER SO THAT YOU
MANAGE AGAINST THE

12. Widen
YOUR
SCOPE
2

13. Widen
YOUR
SCOPE
2
In the real world,
product innovation
represents the minority

14. Widen
YOUR
SCOPE
2
Yet because it is seen
as sexy, it is what 99%
of us fixate on

15. Widen
YOUR
SCOPE
2
When there are soooooo
many better, blue-ocean,
profitability-impacting
innovation opportunities

16. Widen
YOUR
SCOPE
2
Process
Brand
Supply chain
Manufacturing
Legal
Financial
Human resource
Policy
Culture
Structuring
Acquisitive

17. Widen
your
scope
2
IF ALL YOU SEE IS
PRODUCT, YOU’RE
PROBABLY MISSING
THE BIG PICTURE

18. Widen
your
scope
2
STEP TWO: PUT
EVERYTHING IN PLAY

19. Use all
YOUR
TOOLS
3

20. Use all
your tools
3
CORPORATE R&D LABS
ARE GOOD, BUT
DEFINITELY NOT THE
END ALL

21. Use all
your tools
3
CONSIDER
DIVERSIFYING YOUR
BUDGET TO DEVELOP
OTHER WAYS TO

22. Use all
your tools
3
MISTAKES
UNEXPECTED CROSS-
TEAM SYNERGY
ACQUISITIONS
EXTERNAL
ENGAGEMENT
INTERNAL
ACCELERATORS
SPIN-OUTS

23. Use all
your tools
3
STEP THREE: USE
EVERYTHING,
EVERYONE,
EVERYWHERE

24. Get dirty4

25. Get dirty4
INNOVATION HAPPENS
IN THE WAY WE DO THE
LITTLE THINGS DAY TO
DAY, NOT IN THE BIG

26. STRATEGY AND VISION
ARE CRITICAL
Get dirty4

27. BUT SUCCESS LIES IN
DAY-TO-DAY CULTURE
AND VALUES
Get dirty4

28. STEP FOUR: SETTING
DIRECTION IS FINE,
BUT IT’S MORE
IMPORTANT TO GET
Get dirty4

29. Be Integrated,
holistic &
iterative
5

30. Be Integrated,
holistic &
iterative
5
SPEAKING OF GETTING
DIRTY, LEAN WORKS AS
WELL FOR BIG FIRMS
AS IT DOES FOR

31. Be Integrated,
holistic &
iterative
5
JUST….BE LEAN
ALREADY

32. Be Integrated,
holistic &
iterative
5
AND STOP WITH THE
BIG IDEATION
PROGRAMS THAT LEAD
NOWHERE OTHER

33. Be Integrated,
holistic &
iterative
5
BE HOLISTIC

34. Be Integrated,
holistic &
iterative
5
MAKE SURE YOU
COVER YOUR
LANDSCAPE & LIFE-
CYCLE

35. Be Integrated,
holistic &
iterative
5
STRATEGY INFRASTRUCTURE CULTURE RESOURCING
INCULCATEIDEATEINCUBATEINNOVATE
Have a plan for
each quadrant

36. Operating models in
the wild: A QUICK
CASE STUDY

37. VISION
Be recognized by clients & staff as a innovation leader in our market space
WHERE WE
WANT TO GO
HOW WE GET
THERE
OUR
COMPASS
Leverage both incremental and disruptive innovation to drive client delight, excite our brand,
develop new revenue streams, slash the cost base, and inspire and engage employees
APAC Innovation Program Strategic Intent (2018)
37
We define Innovation as the commercialization of ideas. Our Innovation may be small and
incremental or large and game changing. Innovation is often unsuccessful, and failure must be
encouraged too. While it may be shepherded by a small group of designated evangelists,
innovation must be owned by everyone at all levels or it will not become part of the firm’s DNA.
KEY OBJECTIVES
• Reboot operating model to facilitate & govern process
• Make a real, visible commitment – marketing messages & budget /
resource allocation
• Develop and launch controlled Ideation program
• Back 3-5 internal ventures
• Develop open innovation program, focusing on FinTech start-ups
VALUES
Engagement, Commercial, Disciplined

38. Ensure a fertile landscape for innovation
STRATEGY INFRASTRUCTURE CULTURE RESOURCING
GOALS
Define and communicate
a clear vision of why
innovation matters, where
we aspire to be because
of innovation, and what
success means tangibly.
Agree on, indoctrinate,
and live out the values
that drive innovation.
Agree on, rollout, and
monitor a practical tactical
mission and plan that will
help us deliver our vision.
ACTIVITIES
• Define Strategic Intent
(Vision, Mission,
Values) aligned to
platform and business
goals
• Define & execute
Comms Plan
• Align operational
tactical plans to
strategy
• Measure / monitor
strategy execution
GOALS
Ensure that the environment
is as conducive to innovation
as possible.
ACTIVITIES
• Budget and resourcing
allocation
• Innovation Labs
• Ideation & Collaboration
Tools
• Incentives & other
policies
• Physical environment
GOALS
Create a culture that
encourages innovative
behavior.
ACTIVITIES
• Identify and coach out
derailing behaviors
• Formally celebrate /
communicate success
& failures
• Propagate stories /
legends
GOALS
Ensure that we have enough
intrapreneurs with the right
diversity of capabilities and in
the right organizational roles
(seniority & coverage) to
instigate and drive change
and remove staff who would
derail the program.
Also, ensure that we have
the right partner set and
sensing processes to drive
innovation from the outside.
ACTIVITIES
• Organizational Design,
role definition, & diversity
strategy
• Sourcing
• Screening
• Induction
• Training
• Mobility
• Pruning

39. Support the whole innovation lifecycle
39
INCULCATE IDEATE INCUBATE INNOVATE
GOALS
Use Culture, Staffing,
Comms, Environment, &
Infrastructure to drive day-to-
day innovative thinking and
behavior by empowering
employees.
They can do it. They have
authority to do it. They have
the space and time to do it.
They have the tools and
training to do it. They have
the organizational tolerance
of failure to do it.
ACTIVITIES
• Innovation Culture
stewardship
• Coordinate with staffing
& leadership dev
• Innovation &
collaboration tools
identification &
deployment
• Reporting & other
communications
• Intrapreneurial coaching
& mentorship support
GOALS
Ensure a fluid, rapid flow of
ideas from inside and outside,
from top to bottom, and across
the organization’s business
lines and functions.
Make it easy for anyone to find
out to whom new ideas should
go. Provide an infrastructure
that allows the organization to
ponder, capture, share, filter &
qualify good ideas and to save
ideas that are good, but not
ready to incubate.
ACTIVITIES
• Manage ideation &
collaboration tools &
programs (and archive)
• Problem statement
definition & qualification
• Drive External Innovation
(competitors, customers,
universities, wild cards,
etc) program, linkages, and
agreements
GOALS
Create space, budget, and
project management support
to convert good ideas into
practical prototypes and pilots.
Track, measure, and monitor
projects and spend to ensure
efficient and effective
deliverables.
ACTIVITIES
• Manage R&D Labs
• Manage skunk works
projects & internal
ventures
• Lobby for and manage
venture budget
• Execute stage-gate and
governance processes to
qualify and monitor
venture projects
GOALS
Transform the right set of
prototypes into commercial
change. Launch new products
to market or implement
organizational change on a
wide scale.
ACTIVITIES
• Facilitate front-to-back
business sponsorship from
ideation stage through
commercialization)
• Oversee productionization
/ commercialization and
change management
• Internal sales and
marketing
• Track business benefits

40. How we do it – business transformation plan (sample)
40
STRATEGY INFRASTRUCTURE CULTURE RESOURCING
INCULCATEIDEATEINCUBATEINNOVATE
INITIATIVES
Project A Q4 LL
Project B Q4 LL
Project C Q4 AR
INITIATIVES
Project J DONE ET
INITIATIVES
Project S Q4 ET
Project T Q4 ET
INITIATIVES
Project N DONE ET
Project O Q4 ET
INITIATIVES
Project H DONE ET
Project I Q4 ET
INITIATIVES
Project D DONE SP
INITIATIVES
Project E DONE SP
INITIATIVES
Project K DONE SP
Project L DONE ET
Project M Q4 ET
INITIATIVES
Project P DONE PS
INITIATIVES
Project G DONE KY
INITIATIVES
Project F Q4 ET
INITIATIVES
Project Q DONE PS
INITIATIVES
Project W DONE ET
INITIATIVES
Project U DONE ET
INITIATIVES
Project R Q4 ET
INITIATIVES
Project V Q4 PS

41. Clarify your scale
Widen your scope
Use all your tools
Get dirty
Be integrative, holistic,
iterative

42. Any
Questions?

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45. IMAGES LIFTED FROM JD HANCOCK
DESIGN CONCEPT LIFTED FROM
EUGENE CHENG