Ale Vigilante |

@alebyday

intrapreneurship
noun
the act of behaving like an entrepreneur while working within a large or...
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
Tuesday, 22 October 2013
THE CHALLENGE
HOW DO YOU EXECUTE
“BE MORE INNOVATIVE”?

Tuesday, 22 October 2013
INNOVATION DESIGN

INNOVATION
STRATEGY
INNOVATION
SYSTEM
TALENT &
CULTURE

MANDATE &
STRATEGY

MISSION

PROCESSES &
TOOLS
...
INNOVATION DESIGN

INNOVATION
STRATEGY

1

INNOVATION
SYSTEM
TALENT &
CULTURE

MANDATE &
STRATEGY

MISSION

PROCESSES &
TO...
IT'S RISK MANAGEMENT, BABY

Tuesday, 22 October 2013
IT'S RISK MANAGEMENT, BABY

Tuesday, 22 October 2013
ROADMAP PRIORITIZATION
High

REVENUES
or
ROI

Low

Tuesday, 22 October 2013
ROADMAP PRIORITIZATION
High

REVENUES
or
ROI

Low

Tuesday, 22 October 2013
ROADMAP PRIORITIZATION
High

REVENUES
or
ROI

Low

Tuesday, 22 October 2013

RISK
or
UNCERTAINTY

High
ROADMAP PRIORITIZATION
High

REVENUES
or
ROI

Low

Tuesday, 22 October 2013

RISK
or
UNCERTAINTY

High
2

Tuesday, 22 October 2013

MANDATE &
STRATEGY
CLARITY

Tuesday, 22 October 2013
CLARITY

WHAT

ENGINEERING
THINK WE DO

Tuesday, 22 October 2013
CLARITY

WHAT

ENGINEERING
THINK WE DO

Tuesday, 22 October 2013

WHAT

SALES
THINK WE DO
CLARITY

WHAT

ENGINEERING
THINK WE DO

Tuesday, 22 October 2013

WHAT

SALES
THINK WE DO

WHAT

CORP STRATEGY
THINK WE DO
CLARITY

WHAT

ENGINEERING
THINK WE DO

WHAT

INTERNAL IT
THINK WE DO
Tuesday, 22 October 2013

WHAT

SALES
THINK WE DO

W...
CLARITY

WHAT

ENGINEERING

WHAT

SALES

THINK WE DO

WHAT

WHAT

INTERNAL IT

OUR MUMS

THINK WE DO
Tuesday, 22 October 2...
CLARITY

WHAT

ENGINEERING

WHAT

SALES

WHAT

CORP STRATEGY

THINK WE DO

THINK WE DO

WHAT

WHAT

WHAT

INTERNAL IT

OUR...
3

Tuesday, 22 October 2013

STRUCTURE &
ECOSYSTEM
DEDICATED TEAM

Tuesday, 22 October 2013
LOCATION
INSIDE

OUTSIDE

WHERE IDEAS
COME FROM
INSIDE

Tuesday, 22 October 2013

WHERE IDEAS
ARE PROGRESSED

OUTSIDE
LOCATION
INSIDE

OUTSIDE

WHERE IDEAS
COME FROM
INSIDE

Tuesday, 22 October 2013

WHERE IDEAS
ARE PROGRESSED

OUTSIDE
LOCATION
INSIDE

OUTSIDE

WHERE IDEAS
COME FROM
INSIDE

Tuesday, 22 October 2013

WHERE IDEAS
ARE PROGRESSED

OUTSIDE
LOCATION
INSIDE

OUTSIDE

WHERE IDEAS
COME FROM
INSIDE

Tuesday, 22 October 2013

WHERE IDEAS
ARE PROGRESSED

OUTSIDE
LOCATION
INSIDE

OUTSIDE

WHERE IDEAS
COME FROM
INSIDE

Tuesday, 22 October 2013

WHERE IDEAS
ARE PROGRESSED

OUTSIDE
4
Tuesday, 22 October 2013

TALENT
5
Tuesday, 22 October 2013

CULTURE &
CLIMATE
Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
CULTURE

VS

Tuesday, 22 October 2013
COMMUNICATION

Tuesday, 22 October 2013
COMMUNICATION

Tuesday, 22 October 2013
TSUNAMI INVOLVEMENT

Tuesday, 22 October 2013
6

Tuesday, 22 October 2013

METRICS
KPI’s
LAGGING VS LEADING INDICATORS

Tuesday, 22 October 2013
KPI’s
LAGGING VS LEADING INDICATORS

Tuesday, 22 October 2013
KPI’s
LAGGING VS LEADING INDICATORS

Tuesday, 22 October 2013
KPI’s
LAGGING VS LEADING INDICATORS

Tuesday, 22 October 2013
LICENSE TO FAIL FAST, FAIL CHEAP

Tuesday, 22 October 2013
7

Tuesday, 22 October 2013

GOVERNANCE
FOCUS ON RESULTS

VS

Tuesday, 22 October 2013
8

Tuesday, 22 October 2013

PROCESSES &
TOOLS
PROTOTYPING PROCESS

COLT PROPRIETARY
CONTENT
HIDDEN

Tuesday, 22 October 2013
IDEA CAPTURE FORM

COLT PROPRIETARY
CONTENT
HIDDEN

Tuesday, 22 October 2013
INNOVATION RADAR

COLT PROPRIETARY
CONTENT
HIDDEN

Tuesday, 22 October 2013
ASSESSMENT PAPER

COLT PROPRIETARY
CONTENT
HIDDEN

Tuesday, 22 October 2013
INNOVATION FRAMEWORK

COLT PROPRIETARY
CONTENT
HIDDEN

Tuesday, 22 October 2013
9
Tuesday, 22 October 2013

LEADERSHIP
Ale Vigilante |

Tuesday, 22 October 2013

@alebyday
NEXT STEPS

Tuesday, 22 October 2013
FINE TUNING

TOOL KIT

Is It Real? Can We Win? Is It Worth Doing?
Managing Risk and Reward in an
Innovation Portfolio
by G...
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SDA Bocconi-MBA Class-October 2013

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Innovation Management | Corporate Enterprenurship | Intrapreneurship
The Colt Way of delivering value from innovation.

Published in: Business, Technology
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  • {"6":"“Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did do. So throw off the bowlines, sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover.”Mark Twain\n","2":"IT IS NOT THE STRONGEST OF THE SPECIES, NOR THE MOST INTELLIGENT THAT SURVIVES.\nIT IS THE ONE THAT IS THE MOST ADAPTABLE TO CHANGE.\n","19":"“Travel is fatal to prejudice, bigotry, and narrow-mindedness, and many of our people need it sorely on these accounts. Broad, wholesome, charitable views of men and things cannot be acquired by vegetating in one little corner of the earth all one's lifetime.”\n"}
  • SDA Bocconi-MBA Class-October 2013

    1. 1. Ale Vigilante | @alebyday intrapreneurship noun the act of behaving like an entrepreneur while working within a large organization. ORIGIN 1970s (originally U.S.): from intra- [within] + a shortened form of entrepreneurship. SDA Bocconi, 22nd October 2013 Tuesday, 22 October 2013
    2. 2. Tuesday, 22 October 2013
    3. 3. Tuesday, 22 October 2013
    4. 4. Tuesday, 22 October 2013
    5. 5. Tuesday, 22 October 2013
    6. 6. Tuesday, 22 October 2013
    7. 7. Tuesday, 22 October 2013
    8. 8. Tuesday, 22 October 2013
    9. 9. Tuesday, 22 October 2013
    10. 10. Tuesday, 22 October 2013
    11. 11. Tuesday, 22 October 2013
    12. 12. THE CHALLENGE HOW DO YOU EXECUTE “BE MORE INNOVATIVE”? Tuesday, 22 October 2013
    13. 13. INNOVATION DESIGN INNOVATION STRATEGY INNOVATION SYSTEM TALENT & CULTURE MANDATE & STRATEGY MISSION PROCESSES & TOOLS LEADERSHIP GOVERNANCE STRUCTURE & ECOSYSTEM TALENT METRICS CULTURE & CLIMATE © Tony Peck - Peck Partners Tuesday, 22 October 2013
    14. 14. INNOVATION DESIGN INNOVATION STRATEGY 1 INNOVATION SYSTEM TALENT & CULTURE MANDATE & STRATEGY MISSION PROCESSES & TOOLS LEADERSHIP GOVERNANCE STRUCTURE & ECOSYSTEM TALENT METRICS CULTURE & CLIMATE © Tony Peck - Peck Partners Tuesday, 22 October 2013
    15. 15. IT'S RISK MANAGEMENT, BABY Tuesday, 22 October 2013
    16. 16. IT'S RISK MANAGEMENT, BABY Tuesday, 22 October 2013
    17. 17. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013
    18. 18. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013
    19. 19. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013 RISK or UNCERTAINTY High
    20. 20. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013 RISK or UNCERTAINTY High
    21. 21. 2 Tuesday, 22 October 2013 MANDATE & STRATEGY
    22. 22. CLARITY Tuesday, 22 October 2013
    23. 23. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013
    24. 24. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO
    25. 25. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO WHAT CORP STRATEGY THINK WE DO
    26. 26. CLARITY WHAT ENGINEERING THINK WE DO WHAT INTERNAL IT THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO WHAT CORP STRATEGY THINK WE DO
    27. 27. CLARITY WHAT ENGINEERING WHAT SALES THINK WE DO WHAT WHAT INTERNAL IT OUR MUMS THINK WE DO Tuesday, 22 October 2013 THINK WE DO THINK WE DO WHAT CORP STRATEGY THINK WE DO
    28. 28. CLARITY WHAT ENGINEERING WHAT SALES WHAT CORP STRATEGY THINK WE DO THINK WE DO WHAT WHAT WHAT INTERNAL IT OUR MUMS WE ACTUALLY THINK WE DO Tuesday, 22 October 2013 THINK WE DO THINK WE DO DO
    29. 29. 3 Tuesday, 22 October 2013 STRUCTURE & ECOSYSTEM
    30. 30. DEDICATED TEAM Tuesday, 22 October 2013
    31. 31. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
    32. 32. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
    33. 33. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
    34. 34. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
    35. 35. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
    36. 36. 4 Tuesday, 22 October 2013 TALENT
    37. 37. 5 Tuesday, 22 October 2013 CULTURE & CLIMATE
    38. 38. Tuesday, 22 October 2013
    39. 39. CULTURE VS Tuesday, 22 October 2013
    40. 40. CULTURE VS Tuesday, 22 October 2013
    41. 41. CULTURE VS Tuesday, 22 October 2013
    42. 42. CULTURE VS Tuesday, 22 October 2013
    43. 43. CULTURE VS Tuesday, 22 October 2013
    44. 44. CULTURE VS Tuesday, 22 October 2013
    45. 45. CULTURE VS Tuesday, 22 October 2013
    46. 46. CULTURE VS Tuesday, 22 October 2013
    47. 47. CULTURE VS Tuesday, 22 October 2013
    48. 48. CULTURE VS Tuesday, 22 October 2013
    49. 49. CULTURE VS Tuesday, 22 October 2013
    50. 50. COMMUNICATION Tuesday, 22 October 2013
    51. 51. COMMUNICATION Tuesday, 22 October 2013
    52. 52. TSUNAMI INVOLVEMENT Tuesday, 22 October 2013
    53. 53. 6 Tuesday, 22 October 2013 METRICS
    54. 54. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
    55. 55. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
    56. 56. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
    57. 57. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
    58. 58. LICENSE TO FAIL FAST, FAIL CHEAP Tuesday, 22 October 2013
    59. 59. 7 Tuesday, 22 October 2013 GOVERNANCE
    60. 60. FOCUS ON RESULTS VS Tuesday, 22 October 2013
    61. 61. 8 Tuesday, 22 October 2013 PROCESSES & TOOLS
    62. 62. PROTOTYPING PROCESS COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
    63. 63. IDEA CAPTURE FORM COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
    64. 64. INNOVATION RADAR COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
    65. 65. ASSESSMENT PAPER COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
    66. 66. INNOVATION FRAMEWORK COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
    67. 67. 9 Tuesday, 22 October 2013 LEADERSHIP
    68. 68. Ale Vigilante | Tuesday, 22 October 2013 @alebyday
    69. 69. NEXT STEPS Tuesday, 22 October 2013
    70. 70. FINE TUNING TOOL KIT Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio by George S. Day to 90% of companies’ development portfolios, on average, but they rarely generate the growth companies seek. At a time when companies should be taking bigger – but smart – innovation risks, their bias is in the other direction. From 1990 to 2004 the percentage of major innovations in development portfolios dropped from 20.4 to 11.5 – even as the number of growth initiatives rose.1 The result is internal traffic jams of safe, incremental innovations that delay all projects, stress organizations, and fail to achieve revenue goals. These small projects, which I call “little i” innovations, are necessary for continuous improvement, but they don’t give companies a competitive edge or contribute much to profitability. It’s the risky “Big I” projects – new to the company or new to 110 Harvard Business Review 1717 Day.indd 110 Tuesday, 22 October 2013 | December 2007 | INOR INNOVATIONS MAKE UP 85% Andrew Bannecker M hbr.org 11/1/07 8:51:30 PM

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