Intrapreneurship is a major driver for accelerating culture change and organizational transformation. Intrapreneurs help develop the capability to capitalize on opportunities of change: developing a culture where risk-taking, acceptance of failure, and consequently, learning from it - are promoted. The creation of intrapreneurship programs require a strong component of Human-centered design, so the program takes into account the needs and challenges of the different stakeholders involved. Enjoy this deck if you want to learn more about the trends, pitfalls and best practices to foster intrapreneurship effectively in your organization. For more info: www.babele.co

1. Reinventing Organizations
The Power of Intrapreneuship
Autors: Emanuele Musa

2. You can ask me about collective intelligence,
creating ventures, and social innovation.
I am not a fan of Pilaf.
Email: manu@babele.co

3. Something is broken in the existing
organization management method

4. A new paradigm is emerging

5. 1.
2.
3.
Self-management1.

6. Autonomous &
Self-managed
Teams
No Power Hierarchy No formal
Job Description
or Job title

7. 2.
1. Self-management
3.
2. Wholeness

9. “People need more than a
pay-check in their lives
to gratify them.”
Ricardo Semler
Tap into your
reservoir
of Talent
Excitement
Living VS. Making a Living

10. 3.
2.
3.
1. Self-management
Evolutionary purpose
Wholeness

11. Purpose beyond profit
“Every company must not only deliver
financial performance, but also show
how it makes a positive contribution to
society.
Companies must benefit all of their
stakeholders: including shareholders,
employees, customers, and the
communities in which they operate.”
Larry Fink, CEO, BlackRock

12. The role as a leader in this case it
is not to instruct dictatorship "to
proceed in this direction“.
Rather, where the
organization wants to
head… It is to listen. In
other words, leadership

13. Distributed Innovation

15. Paul Buchheit

17. 88%
of the companies
that were listed in
Fortune 500 in 1955
out of the market

18. Organizations are getting there…
of multinational companies see a value in opening their
innovation process to internal & external stakeholders.83%
Who are these stakeholders?
Employees Clients Universities Partners
& suppliers
Local
Authorities
Startups
& SMEs
Research
Labs
81% 70% 70% 62% 54%
32% 30% 17%
Multinationals

20. Corporate - startup collaborations
of corporates believe startups
have a positive impact on innovation80%

21. of existing corporates-startups
collaborations will scale in the future90%

23. Organizations are getting there…
of multinational companies see a value in opening their
innovation process to internal & external stakeholders.83%
Who are these stakeholders?
Employees Clients Universities Partners
& suppliers
Local
Authorities
Startups
& SMEs
Research
Labs
81%
70% 70% 62% 54%
32% 30% 17%
Multinationals

24. “To create an organisation
that is adaptable and
innovative, people need
the freedom to challenge
precedent, to ‘waste’time,
to go outside of channels,
to experiment, to take risks
& to follow their passions.”
Gary Hamel
Management Expert

25. In 1978, US entrepreneur Gifford Pinchot III
coined and defined the term intrapreneur as:
“The dreamers who do: those who take hands-on
responsibility for implementing an idea within a
business.”

26. • Innovation
• Play leadership role
• Intelligence & vision
• Adaptability

27. Intrapreneurship: a passion for solving problems

28. 1968: Spencer Silver 1974 >> Dr. Arthur Flry

29. Paul Buchheit

30. Deliver Elevator pitch
in front of executives
Steven Spielberg

31. Am o Idee - Corporate Hackaton

33. Is intrapreneurship
about making
money?

34. It depends...
New Business models
Improve Process
& internal culture
Social Change
What do managers
see as the purpose of
intrapreneurship?
*Study conducted for the Pulse-on intrapreneurship accelerator

35. Intrapreneurship is a major driver for
accelerating culture change and
organizational transformation.

36. Intrapreneurship requires a Safe environment
where people trust each other, it’s safe
to take initiative, test and fail.

37. Myriam Sidibe
Global social mission
director of Lifebuoy soap Tamara diCaprio
Reporting to make everyBU fiscally
accountable for its energy consumption

38. Simon Berry

39. Different types of
intrapreneurship
Program

40. 1. Speed Boat Model
Autonomous team of internal experts,
10–20 people as an individual department.
Goal: generate new business ideas, validate
these, and in a next step, return these ideas
back to the operating business areas or to
start with the execution.

41. 2. Entrepreneur in Residence
“Entrepreneurs in Residence” are given the
freedom and the resources to build up holistic
and visionary projects.
The focus of this program is on:
• implementing innovative projects faster,
• bringing specific expertise to the company,
• integrating entrepreneurial behavior into the
company culture
Adrian Treuille
Team Leader Google X

42. 3. Time Off Model

43. 4. Intrapreneurship accelerator
Each cohort involves 15 intrapreneurs from 4 countries; there
are 20 days of training over 4 months, which participants
follow in parallel with their usual job.
They are allocated 20% of their
time to develop the projects,
which address issues such as
disability, employment
integration, responsible
consumption & climate change.

44. 4. Intrapreneurship accelerator
My project is to make mindfulness as
well known as possible within the
Group.
The employees reported improvements
in their well-being at work, their
performance, and their relationships
with their colleagues.

45. 5. Intrapreneurship Division
It’s a company within a company
Daimler’s Lab1886 has a global innovation
network, with locations in Stuttgart, Berlin,
Beijing and Atlanta. Created many business
models: car2go, moovel or Mercedes me.
Barclays, the international bank, launched a
£25 million Social Innovation Facility in
2012 that provides intrapreneurs with an
average of £500,000 to help get their ideas
off the ground.

46. 6. Working with Startups
Benoit Bonello
Social Innovation Director
Partnerships between SUEZ and socents.
• They have a socent they have accompanied for 2 years.
• They recover the fruits and legumes from supermarket, to
transform them in food for disadvantage people.
• Suez has helped them, fund them, and now work together,
to propose a new service to SUEZ clients (Partnership)
Startup-corporate program have many hurdles that can only
be overcome by having a strong partner rooted deep inside
the corporate structure!

47. How do you get a
program started?

48. 1. GOAL: Type of Innovation

49. Run a 3 months
acceleration program
• 3-6 months long, outside
the company (coworking)
• Give intrapreneurs 100%
time to work on project
• Focus: SCRUM Product
development + Customer
acquisition.
• Goal: product-market fit!
• Format: assignments +
online & offline mentoring
Run a 2 months
incubation program
• 2 months long
• Give 20% of the time to
work on project
• Focus: Strategic planning,
Validation, Prototype, test
• Goal: get business case!
• Format: master classes,
assignments + online &
offline mentoring
Launch open Research
& ideas competition
• Empathize: engage people
in a psychological &
emotional level
• Define: Gather all data
from first stage to define
the problem.
• Ideate: ideation sessions
Selection criteria are KEY
Run campaigns to
present the program
& phylosophy behind
• Organize inspiring
presentations to engage
people in a psychological
& emotional level
• Define: Gather all data
from first stage to define
the problem.
1. Recruitment
DIVERGING FOCUS CONVERGINGAWARENESS
3. Hackaton2. Open Ideation 4. Incubation 4. Proposal5. Acceleration
Host a 2/3 days
Bootcamp or Hackaton
• Board members involved
to gain confidence and get
key feedback
• Further research,
personas, ideation, value
prop canvas, refinement,
BMC, prototype,
• Output: BMC + prototype +
Customer Journey
2. Process

50. 1. Which stakeholders do you want to involve?
2. How does each create and capture value through the process?
3. What are the motivators (intrinsic vs. extrinsic)
and constraints for each stakeholder group?
Customers Partners
Corporate
mentors
Field
experts
Managers Employees
Academics
& researchers
Shareholders
3. People

51. How many resources can you dedicate to
your employees to turn their ideas into
success?
How much time and budget can you allocate
toward your intrapreneurship program?
4. Resources

52. 4. Duration
What is the starting point of the program?
Do you start from trends, customer pains, ideas,
or do employees already come up with first
prototypes or a first business concept?
What do you need to transfer the project
successfully to the next step within your
organization? Spin off? Roll-out via BU?

53. 5. Space for new ideas
How can you create spaces that support the individual while promoting feelings
of group ownership and encouraging the shared sense of group purpose?

54. 6. Reward
What makes the program attractive
for your employees?
Are intrinsic motivations enough or what forms of
extrinsic rewards exist within your organization or
can you offer additionally?
How committed is the top management to the
program and does it set a good example as
a role model?

55. 7. Tools

57. 8. Train talented facilitators

58. 9. Track progress
«If you can’t measure it,
you can’t manage it»
Peter Drucker
What quantitative and qualitative indicators you
need in order to track your organization’s
capability to operate with a thiel perspective?

59. 10. Repeat and improve

60. 1. Validate the engagement model;
2. Pre-populate the platform’s activity;
3. Model the behavior for future members.
Privilege quality over quantity 
In your first pilots, involve only the connectors
and the early adopters of your organization
YOUR
IS TO...
You must be LEAN

63. We are in a Human Centered Society

64. Let them take risk and stand by them!

65. Your plan is a bunch
of assumptions
You test the
most important
Keep on testing Pivot and try again
OK NO
A new forma mentis rooted on AGILITY

66. If we’re building something that no-body wants,
what does it matter if we accomplish it…
 On time
 On budget
 With high quality
 With beautiful design?
Achieving Failure: successfully executing a bad plan
Stop achieving Failure!

68. Involving I&E stakeholders to
validate key assumptions &
consistently decrease risk!

69. Understand the problem Build the right thing Build the thing right
Human Centered Innovation

70. A 8 steps guide to
effectively f**k up
your program

71. 1. Set VAPID Goals

72. 2. Don’t allocate time

73. 3. Get people to spend days in
generating untested ideas

74. 4. Don’t provide
incentives or
fair rewards

75. “Innovation is not about solo genius,
it’s about collective genius.”
Linda Hill – Harvard Professor

76. 5. Leave your intrapreneurs alone

77. 6. Exclude the company executives

78. 7. Put pressure on immediate results
Internal startups have a similar fail rate — 50 to 90% — as standalone startups

79. 8. Punish hard in
case of Failure

81. Challenges to transform employees into Intrapreneurs
Risk adversityResistance to change Setting priorities
Rewards Limited Resources Joint forces
Know-howInternal Structure Endurance

82. Amplifying
your business case
Telling a
great story

83. 1Assess Pain Points
What are your company’s pain
points? How do they get measured
/what are their performance
indicators? E.g. Trust?
2Make It Stick
Amidst meeting notes, agendas,
emails, and Power Point
presentations, how do you really
get your message to stick
3Connect With
corporate Priorities
Scan CEOs statements or other
corporate PR for publicly declared
vision, mission and projects.
4Be Authentic
Human beings have a finely tuned
bullshit detector. As a result, much
of the art of persuasion boils down
to being authentic (e.g. Nike N7)
5Back Up Your Hunch
with Evidence
Make it easy for people to believe –
show them it’s been done before,
it’s not a new idea ….
6Practice Your Pitch
Practice makes perfect. But, don’t
practice your story or pitch in
isolation.
7Find Partners To
Share Risk (& Opps)
No one wants to take 100% of the
risk. Find someone to share the
risk (internally or externally)
8Listen
Listening is the cornerstone of
empathy. Take time to listen to
people and understand their needs,
priorities and motivations.
9Guard Against
Mission Drift
Be clear from the start about your
initiative’s non-negotiables and
don’t compromise on these.
10Speak the language
of your audience
A key skill is ‘code switching’ or
knowing how to speak the
language of your audience.

84. Collaboration &
Engagement
Creativity
Openness
to change

85. Social intrapreneurs develop new product, service, or
business model that creates value for society and the company.

86. A way to put corporates back on track

90. “The company of the future will look very
different from the tight-rein, centralized
management approach of today.
Organizations that thrive will embrace
democracy, loose hierarchies, and will
focus on improving collective intelligence
amongst their teams.”
Professor Thomas Malone | MIT

91. manu@babele.co
“Innovation is not about solo genius,
it’s about collective genius.”
Linda Hill – Harvard Professor