OWN YOUR CAREER WITH INTRAPRENEURSHIP STRATEGIES
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Rumor has it that job security is a thing of the past. As the many businesses and industries are faced with uncertain futures, employees are left with a few narrow options. Some begin looking for other positions to secure a “back up” plan, while others sit back, fingers crossed, hoping things will get better. Who is ultimately responsible for the success or failure of a business? What role do you really play? Intrapreneurship is a term coined in the 1980’s and refers to an “entrepreneur type” mindset among leaders and employee within a corporation. Intrapreneurs approach their jobs with entrepreneurial zest. Within the company's guidelines, they have all of the resources and people available to them to create an impact on success and innovation. Although they may not own the company, they are accountable for the power to change the future of their company. This workshop will arm you with the tools to own the business you are in. Learning Outcomes: Increase business management and leadership skills and enhance professional productivity At the end of this workshop, participants will be able to: a) Explore the benefits of intrapreneurship b) Identify the skills needed to transform from employee to a strategic contributor c) Converse with successful intrapreneurers d) Build an intrapreneurer action plan
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OWN YOUR CAREER WITH INTRAPRENEURSHIP STRATEGIES
- 1. OWN THE BUSINESS YOU ARE IN! Intrapreneurship strategies to take charge of your destiny, transform your career, and create power from within.
- 2. Panelist Work Experience 33 years in multiple domains/industries • • • • • • Manufacturing/Fabrication Program Management Supplier Management and Procurement Maintenance and Modification Centers Company-level Initiative Leader Learning, Training and Development Education Norma Clayton Vice President Learning, Training and Development The Boeing Company • Doctoral Program in Management, in-progress, Webster University • MBA in Business Management, Webster University • BS in Industrial Administration, New Jersey Institute of Technology
- 3. Panelist Work Experience 25 years in multiple domains/industries • • • • • • IT Management and IT Strategy Wireless Technologies Application Development Manufacturing and Retail Supply Chain and Procurement Electric and Gas Utilities Education Theodore Johnson Director Information Technology Exelon Corporation • MBA concentration in Finance, DePaul University • BS in MIS, Illinois State University
- 4. Panelist Work Experience 15 years Department of Defense & Intelligence • • • • • • • Terrence Head Director Productization BAE Systems, Inc. Productization IT Strategy Development Mergers & Acquisitions Program/Project Management Enterprise Architecture System Integration Systems Engineering Education • MBA in Global Economics, University of Maryland UC • MS Technology Management/Project Management, University of Maryland UC • BS Electrical Engineering, South Carolina State University
- 5. What is Intrapreneurship? Behaving like an entrepreneur while working within a large organization Strategic Partner Skilled Value Creator
- 6. Why is Intrapreneurialship Important Now? • • • • • • Jobs Globalization Technology Engagement Shifting demographics Higher demand for performance, problemsolving, innovation and relationship management • Pace of business
- 7. Characteristics of an Intrapreneur • • • • • • • • • Self starter Highly motivated Creative Intellectually curious Risk taker Harriet Opoku, Boeing Materials Problem solver Process and Physics Engineer, CInspiring 17 Program Confident Outstanding communicator
- 8. Become an Innovative Force • Look at problems differently than others • Accept challenges others shy away from • Help your organization look progressive • Obtain a sponsor that values innovation • Align to sponsor’s strategic direction • Turn ideas into actionable plans Dana Bolton, Senior Manager IT, Utility Client Services, • Think…”What can I do new Exelon Corporation tomorrow?” • Lead/support ideation initiatives
- 9. Can Intrapreneurship be Taught? YES! 1. 2. 3. 4. 5. 6. Know yourself Be strategic about your career Build your personal brand Stretch yourself Get a mentor Network
- 11. 2. Be strategic about your career
- 12. Sample Career Strategy Objective Strategies Deadline Complete formal education Complete MA degree in HR Development Spring 2014 Pursue PhD in Operations Research Fall 2014 Expand internal and external network Identify prestigious people in my field and level; cultivate relationships across the aerospace industry Ongoing Participate in the company’s formal mentoring program Ongoing Become a thought leader within the aerospace industry Pursue opportunities to participate in public speaking engagements and thinking forums (e.g. conferences, seminars, and universities) Ongoing Increase global presence Pursue opportunities for international assignments Ongoing Provide community leadership and advocacy Serve on community boards Ongoing
- 13. 3. Build your personal brand • Showcase your personal bio • Capitalize on speaking opportunities • Write an article/develop website • Monitor your online mentions • Flaunt what makes you unique • Demonstrate authenticity and integrity • Sustain brand by learning and improving Michael Simelton, Manager, Process Support, Exelon Wind & Solar
- 14. 4. Stretch yourself • Accept job rotations • Volunteer for development assignments • Add new skills • Develop depth and breadth in competency areas • Participate in community service • Learn to talk to leaders Richard Tan, Materials Planner/Integrated Materials Management (IMM), Boeing Operations International, Singapore
- 15. 5. Get a mentor Andrea Allen, Project Management Specialist, Boeing CH-47 Chinook Helicopter Program Meet Andrea Allen Career start: Office Administrator Career goal: Management Development tools: Continuing education, job rotations, mentors at every level Volunteer opportunities: Leader of black employee affinity group, Communications Chair for Boeing Women in Leadership
- 16. 6. Network • • • • • • • • • Start here today Be a doer and deliver on results Continue virtual connections Know who the players are when you enter a room Develop strong relationships on the job with people outside of your area of expertise Understand key relationships inside your company (mentor vs. sponsor) Market yourself Cultivate advocates Leverage opportunities
- 17. Questions?
Notas del editor
- Why is this important now….Workplace is much challenging then ever before.Jobs….Unemployment is still on the rise (9-16%)….recovery is not expected for another 5 years.Globalization…Majority of Jobs re in STEM related fields….most of the growth is outside of the US.-Other indicators: Rise in the Middle Eastern and Latin American emerging markets( Africa, Egypt, Saudi Arabia) which the majority of the BRIC’s are softening …e.g. reaching maturity).Technology..the Intranet has created 2.6 jobs for every one it has destroyed…all of which are entrepreneurial in nature….demanding the skills of intraprenuers.Engagement…25% of high potential employees are at high risk of leaving their companies within the next year…or less.Shifting Demographics…more than 100K Baby Boomers will retire everyday for the next 19 years. How we replace them and the new skills needed will be important.Higher Demand for Performance and Innovation, Relationships….companies want to differentiate performance (attract, promote, develop and reward the best). Paternalistic leadership views of the 20th Century (e.g. Peter Drucker and ideals for fairness have changed). While fairness still counts….the degrees of freedom have changes. ….Customers demand more for less (the new normal), product cycles are shorter, relationships are more complex….requiring system level solutions that are innovative (e.g. offer a competitive advantage, simple) and collaborative (e.g. multiple inputs from stakeholders and end-users).
- Take career assessments, personality tests, skill tests, etc.
- Background:Started career as technician with the Republic of Singapore Air Force. For the next 12 years, he mastered the nuts and bolts of aircraft maintenance before joining Singapore Technologies Engineering as an aircraft parts purchaser. Came to Boeing because he sought broader, more challenging work environment.Finished degree in supplier management and looked for opportunities in his current role to add value by looking at the bigger picture when assessing customer parts requirements and making recommendations that can help customers over the long term. Continued education with business management program and eventually earned an MBAGoal is continued leadership roleInteresting fact: has completed multiple marathons because he is attracted to challenge
- How do you get your mentors? You do this with your co-workers. Find someone one or two levels up from you in your department and build a relationship with them. Developing that thought leadership and having a thought partner or trust buddy gives you the confidence you need when dealing with senior leaders.
- Questions for the audience:How do I get started?I have a technical background; how do I build a business acumen so I can talk to others in the organization? (project manage, resources, finances, etc.)How do I find a mentor/advocate/sponsor? Have a career plan/road map before you ask. Will help you figure out who you want to work with (someone with similar experience/interest)How do I start to build a network internally and externally? Sponsors/advocates can help throughout your career; first step is understanding how your organization works (structure, key strategies, line of sight, strategic vector of the company). How to put yourself in a situation where you can work with a future sponsorHow will volunteering help me? You will have opportunity to participate in strategic thought sessions with leaders; seek out board assignments (even in advisory role)