Overview of key concepts covered in the book, Winning at Intrapreneurship: 12 Labors to Overcome Corporate Culture and Achieve Startup Success

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The most underestimated aspect of intrapreneurship
The most difficult business process for companies to succeed at intrapreneurship is
“Overcoming Corporate Obstacles.”
> In the excitement of launching a new business or line of business, companies will tend
to focus on the innovation, the marketing and sales involved in launching new products,
and the excitement around client adoption. Unfortunately, most will be blind to or
simply not take the time to address the internal issues created by the parent company.
> The 12 intrapreneurial labors identified represent the most difficult internal challenges
associated with launching a new business within a corporate environment. Some might
appear innocuous at first glance, but do not underestimate their impact. My many years
of experience have taught me that to ignore even a few of these challenges would be
tantamount to corporate startup suicide.
From Winning at Intrapreneurship

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About Winning at Intrapreneurship
1
5
9
2
6
10
3
7
11
4
8
12
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
Winning at intrapreneurship is a business methodology based on the book Winning at Intrapreneurship: 12
Labors to Overcome Corporate Culture and Achieve Startup Success. The book provides a practical guide
on how to leverage intrapreneurship (corporate entrepreneurship) to grow your business by expending into
new markets. It is aimed at business and functional leaders and managers in organizations called upon to
lead or support a corporate entrepreneurship strategy and to prepare their organization to maximize the
chances of success when launching a new business or line of business. The book is unique in how it helps
guide business leaders to steer the start-up as it grows and leverage best practices in lean startup and other
domains. It is divided into 12 labors, each dealing with specific challenges.

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About the Author
Guillaume Hervé is a consultant, accomplished senior business executive and serial
intrapreneur with over 25 years of experience launching numerous new businesses
across several industries throughout North and South America, Europe, Asia, and the
Middle East. Guillaume is the author of Winning at Intrapreneurship: 12 Labors to
Overcome Corporate Culture and Achieve Startup Success and a sought-after speaker
and guest lecturer at MBA programs. He is the President of G3point0 Consulting, the
Chairman of the medical technologies accelerator CTS Health and an executive mentor
to startups and business leaders. Mr. Hervé is also the intrapreneurship expert
supporting the Business Families Foundation’s Intrapreneurship Initiative.
G3point0 CONSULTING is a consulting firm that helps leaders define, refine, and put into action impactful
business growth strategies leveraging intrapreneurship (corporate entrepreneurship) and best practices in
entrepreneurship. Using well-defined methodologies and tools proven in the real world, G3point0 Consulting
helps companies and business leaders maximize their investments and chances for success when launching
new businesses or lines of business. It accompanies its clients and their teams as they effectively deploy high-
impact tactics and focused action plans that will deliver the desired results.
About G3point0 Consulting

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A small subset of important topics covered
in
Winning at Intrapreneurhsip

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Typical situations in intrapreneurship
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
1 2 3
Reinventing your
current core
business model
Questioning your
core beliefs to
position your
business for the
future
4
From Winning at Intrapreneurship

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Strategic Growth Options
Intrapreneurship is usually associated with an organic growth strategy
> Organic growth refers to a company choosing to look inside to grow by
leveraging its own resources and energy.
 Versus growth by acquisition
> Organic growth is typically slower than growth by acquisition but is cheaper
and typically more successful
From Winning at Intrapreneurship

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Five Gears of Intrapreneurship
5. Overcoming
Corporate
Obstacles via
Intrapreneurship
3.
Launching
New
Products &
Services
1.
Managing
the
Innovation
Process
From Winning at Intrapreneurship

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A Strong (influential) Network
From Winning at Intrapreneurship

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Plan For Success
From Winning at Intrapreneurship

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Leverage the Parent Company
Corporate Force MultipliersTM (CFMs)
The strengths, attributes, relationships, and proven capabilities
that exist within a corporation and can be leveraged by smaller
organizations within it. CFMs provide capabilities that are well
beyond what can be expected of an independent business similar
in size.
• people
• organizations
• materials
• know-how
• solutions
• systems & processes
• assets & technology
From Winning at Intrapreneurship

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Every NewCo Needs a Different CFM Strategy
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
From Winning at Intrapreneurship

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Create New KPIs to Track and Promote Learning
From Winning at Intrapreneurship

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6 key ingredients to ensure strategic alignment
1. Securing the CEO support
and senior leadership buy-in
© 2016 G3point0 Consulting
2. Set your intrapreneurship
vision. Broad guidelines
• Code name “project beacon”
Marry wireless communications
with automobiles.
3. Define materiality for your
business
What size revenues
matter?
What level of
profits/EPS matter
5. Change how you measure
success (KPIs and reporting)
6. Embrace change
management
4. How intrapreneurship
will contribute to
medium/long term
• Enhance driver security and safety
using wireless communications
From Winning at Intrapreneurship