Presentation highlights the importance of intrapreneurship and corporate entrepreneurship for companies seeking organic growth. It reviews how a top-down and a bottom-up approach must be planned to ensure sustainable long-term success. Provides several examples of companies successful at intrapreneurship (corporate entrepreneurship) and some key success factors.
1. G3point0 Consulting
Innovating in Large Organizations
Guillaume Hervé
President, G3point0 Consulting
Author, Winning at Intrapreneurship
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www.g3point0consulting.com
A little bit of background
In the Corporate World:
Business Executive & Serial INTRApreneur
• Aviation
• Healthcare
• Software
• Government
• Public
• Private
High Tech & Software
In the Start up World:
Mentor With Startups & Accelerators
Medical Technologies
3. www.g3point0consulting.com
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Winning at Intrapreneurship
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5
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Battling the myth of
entrepreneurship
The dangers of the
quick fix
The sponsor, the
gatekeeper, and the
allies to survive
Creating and
mastering
expectations
The benefits of
skillful change
management
Avoiding the
materiality
minefield
The compounding
cushion and the
forecasting trap
Preparing the
startup for
corporate exposure
Rules for designing
and positioning the
new business
Leveraging the
parent company for
strategic advantage
The threat of the
corporate immune
system
How to prevent a
controlled descent
into failure
“Delivers practical and yet powerful insights on organizational
behaviour and resistance to change.”
Ben Minicucci, President & COO Alaska Airlines
“Read this book before you try intrapreneurship at the office.”
Mario Patenaude
Vice President Human Resources, WorkSafe New Brunswick
12 LABORS
to Overcome
Corporate Culture
and Achieve
Startup Success
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www.g3point0consulting.com
The rise of the entre- and intra-preneur
Easy access to relatively cheap capabilities that used to be
the domain (and competitive moats) of large companies
Access to high
performance and
(relatively) cheap
design and build
solutions
Access to very
effective and
(relatively) cheap
distribution &
funding solutions
RISE OF THE INTRAPRENEUR
7. 10% Elixir guitar string (#1)
20% Gmail, Google
Glass
PlayStation
Hackathons Spectrum
Java (Oak)
Onstar
Saturn
400
15% Optical film
Emerging Business Opportunities
25 new businesses in first 5 yrs
HP Labs
Telus Improvement Day,
Telus Health
Some corporations have adapted.
Has yours?
Cloud 9 eTailing
Open innovation lab
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www.g3point0consulting.com
Intrapreneurship is not entrepreneurship
A B C
New Co
Sales
Business Development
Marketing
Product Development
Project Management
Customer Service
Human Resources
IT/Travel/Admin
Legal
Finance
Operations
Manufacturing
New Co New Co
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www.g3point0consulting.com
Intrapreneurship in companies is about organic growth
Go broader with
customers you
have
Creating new
lines of business
to serve a
broader part of
your existing
market(s)
Go adjacent to
your core to find
new customers
Creating a new
business or line
of business
adjacent to your
core business
Go brand new to
enter totally
new market
Entering a brand
new market
leveraging some
core business
expertize
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Reinventing your
current core
business model
Questioning your
core beliefs to
position your
business for the
future
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Organic vs Partnerships & Joint Ventures vs Acquisitions
Maintaining
market
leadership
Questioning your
key
differentiators
and where best
to invest
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19. Five Gears of Intrapreneurship
• Managing the innovation process
– Idea generation and selection
– Eg. StageGateTM process & Lean startup methods, The Innovator’s Dilemma,
Winning at Intrapreneurship
• Matching core competencies to new opportunities
– Business models
– Eg. Jim Collins’ Built to Last, Richard Porter’s Porter model, Winning at
Intrapreneurship
• Launching new products or services
– Successful introduction into the market
– Eg. Pragmatic marketing framework & Lean startup methods
• Lessons in entrepreneurship
– Best practices from the entrepreneurship world
– Eg. Lean startup method, Crossing the Chasm
• Overcoming corporate obstacles via intrapreneurship
– Best practices in corporate entrepreneurship
– Eg. 4 models, Raynor Models, Winning at Intrapreneurship
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Intrapreneurship goes beyond your company’s walls
Your company must understand how it can leverage internal and external innovations and
innovators
Universitie
s
Innovation
Centers
Your
Company
Your
Customers
Incubators
Accelerators
Suppliers Partners
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www.g3point0consulting.com
Intrapreneurship is not entrepreneurship
A B C
New Co
Sales
Business Development
Marketing
Product Development
Project Management
Customer Service
Human Resources
IT/Travel/Admin
Legal
Finance
Operations
Manufacturing
New Co New Co
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Bottom up
Must have answers to basic questions
What is your
unique value
proposition
?
What are your
core
competencies
?
What other
markets/indust
ries can benefit
?
Can you make
some money
and scale
?
Is it
worth your
company’s
while
?
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Redefine failure
• Microsoft Zune to compete with
iPod
• Zune launched in 2006 (5 years
after iPod)
• Generated $117 Million revenues in
Q4 2008 vs iPod’s #3.37 Billion
• Zune shut down in 2012
• Microsoft Revenues: $ 93.58 Billion (2015)
– $117 = 1.25%
• Not necessarily a failure....sometimes success is about knowing when to shut it down
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Redefine failure
“If you think that’s a big failure, we’re
working on much bigger failures right
now. I am not kidding. Some of them
are going to make the Fire Phone look
like a tiny little blip.”
Jeff Bezos, CEO, Amazon
Launched June 2014
3-D enabled smartphone running Fire OS
(Kindle)
Share of lucrative smartphone market
Shut down May 2016
$170 Million write down
29. “Delivers practical and yet powerful insights on
organizational behaviour and resistance to change.”
Ben Minicucci, COO Alaska Airlines
“A practical guide for innovators and business leaders.”
Tom Paterson, Senior Vice President, Fednav Ltd
“Read this book before you try intrapreneurship at the office.”
Mario Patenaude
Vice President Human Resources, WorkSafe New Brunswick
“A Proven approach to building intrapreneurhsip.”
Susan Foley
Managing Partner, Corporate Entrepreneurs LLC
“Required reading for any tech exec.”
Bruce Stamm, Vice President, Products Strategies Technologies
“Finally! A clear roadmap on how not to fail when a major
corporation wishes to expand into a new venture.”
Dany Bélanger, General Manager, HJ O’Connell
“Essential reading for budding entrepreneurs and seasoned
corporate executives alike.”
Dan Magee, Director Strategic Markets, Saab
“Finding innovation hard? Read this book.”
Stéphane Vermette, Director Yellow Pages Canada
“This book goes into great detail on how to do things right - as a
leader and as an organization.”
Nasos Makriyiannis, Managing Partner, Komand Consulting
Notas del editor
Entrepreneurs everywhere
Social media has given entrepreneurship significant exposure
Entrepreneurship as an exciting and alluring option with the potential for high financial rewards
The success of companies like Facebook, Uber, Air BnB, SnapChat, Twitter and many others in retail (Frank & Oaks, Lightspeed), high technology, and other domains have positioned entrepreneurship as an exciting and alluring option with the potential for high financial rewards. The failure rate reality of at least 80% is seldom discussed as the downside.
AirBnB: Controls more rooms than world’s largest chains, Projects approximately 1.5 million rooms by end 2016, The closest competitors are big hotel chains at 700K to 1 Million room
Uber: 1 Million rides daily (2015) , Approximately $11 Billion in bookings
The success of companies like Facebook, Uber, Air BnB, SnapChat, Twitter and many others in retail (Frank & Oaks, Lightspeed), high technology, and other domains have positioned entrepreneurship as an exciting and alluring option with the potential for high financial rewards. The failure rate reality of at least 80% is seldom discussed as the downside.
You must make intrapreneurship SEXY
The Innovator’s Dilemma , Clayton Christensen
Once a company has established itself, it tends to:
The Innovator’s Dilemma , Clayton Christensen
Once a company has established itself, it tends to:
Engage senior leadership team // Discuss the need for diversification and growth in new areas (versus danger of over focusing on core) // Make INTRApreneurship part of the strategic plan
Create a sense of urgency // Assess your corporate culture regarding risk taking // Seek ideas (from within and from outside)
Establish a process (not complicated) // Set funding aside // Ensure give feedback // Learn and improve