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    Barcelona CSR Europe Social Intrapreneurship Barcelona CSR Europe Social Intrapreneurship Presentation Transcript

    • Intrapreneurship Conference OPEN DAY Launch of European Social Intrapreneurship Programme 11 December 2013 4.00pm – 8.00pm
    • Official Open Day Welcome
    • Intrapreneurship: A winning innovation strategy through employee empowerment Juan- Jose Juan Global Head of Enterprise Innovation Vodafone Global Enterprise
    • Intrapreneurship Real life cases – Testimonies from intrapreneurs and enablers Session moderated by Raf Weverbergh Managing Partner FINN
    • IBM Finland “Intrapreneurship is about attitude” Ville Peltola Innovation Director CTO Office Europe IBM
    • Intrapreneurship is about attitude Ville Peltola, ‘Serial Intrapreneur’ Innovation Director IBM Finland, CTO Office Europe
    • IBM 'Kasvuhuone’ Fast prototypes, demos, mockups that help close existing deals or open new ones. Accelerate new technologies. Idea Prototype Innovation kasvuhuone = growth room kasvihuone = green house
    • 250+ members discussions knowledge sharing meetups intrapreneurship.fi
    • 1. Come to work each day willing to be fired 2. Circumvent any orders aimed at stopping your dream 3. Do any job needed to make your project work, regardless of your job description 4. Find people to help you 5. Follow your intuition about the people you choose, and work only with the best 6. Work underground as long as you can – publicity triggers the corporate immune system 7. Never bet on a race unless you are running in it 8. Remember, it is easier to ask for forgiveness than for permission 9. Be true to your goals, but be realistic about the ways to achieve them 10. Honor your sponsors
    • BBVA “A New era, a new mindset: changing the bank from within” Antoni Ballabriga Head of Corporate Responsibility & Reputation BBVA
    • Rebuilding trust & reputation from within Responsible business: strategic driver & cultural change Antoni Ballabriga. Head of Corporate Responsibility & Reputation Intrapreneur Conference. Barcelona. 11 December 2013
    • A new era for banking industry Nothing will remain as it was … 2
    • What's happening today? 1.Financial activity is undergoing a radical loss of its social legitimacy. This is a permanent global loss and is combined with a growing demand for responsibility. 2.Regulatory pressure is increasing in the sector, particularly in issues related to customer protections. 3.The dignity of our work is being questioned, which undermines the pride of belonging and limits our potential to become the world's best global bank. 3
    • A new challenge for BBVA Where we are going to … 4
    • Our response: getting a new “mindset” RESPONSIBLE BUSINESS 5
    • Lo que sabemos muy bien: Cuántos Cuántos Cuántos Cuántos … euros euros euros euros ganamos tenemos prestado en hipotecas nos deja cada cliente (estamos en ello) nos cuesta la financiación
    • Lo que no sabemos ni tenemos en cuenta en el día a día: Cuántas Cuántas Cuántas Cuántas … PERSONAS PERSONAS PERSONAS PERSONAS viven en viviendas que financiamos trabajan en empresas financiadas viven de nuestros dividendos dependen de BBVA en el mundo
    • Responsible Business & customers/society The pyramid of credibility Our WORLD Responsibility as a COMPANY Responsibility with your COMMUNITY Responsibility with your STAFF Responsibility with your CLIENT (PERSON) Clarity & Transparency Core fundamentals 8
    • Responsible business & management team 2 1 Long term orientation • • • Stable and perdurable relationships Avoid the shot term opportunism Linking compensation & long term goals 3 Commitment with the impact and development Balanced relationship with our customers • No asymmetry • Honesty, fair trade, plan language • Responsible product design, good commercial practices • Impact in people’s lives, in SMEs, local communities and country development Promoting a cultural change that puts people at the core of our business 9
    • A core theme in Management Meeting … and clear support from top management (Responsible Business Committee) 10
    • A new management key factor Promoting social intrapreneurship 11
    • Tactics for social intrapreneurship Translate Customer centricity has to include “people centricity” CRR must translate which is the impact in people lives of our products & services CRR must translate the social relevant insights and assist other areas to include them into their day to day calculus 12
    • Tactics for social intrapreneurship Incubate CRR practitioners recognizes that change can’t be orchestrated from their office alone. Budget limitations, limits to formal authority, etc. The job is to connect, break silos & incubate a network of internal allies (social intrapreneurs) that are motivated to integrate the collective social intelligence into the planning and decision making functions 13
    • Tactics for social intrapreneurship Acculturate Finally, new CRR practitioners also need to craft an overall organizational narrative, as shared story about how de company incorporates its social responsibilities into all decision making CRR directors must move the company from “shared value” to “shared values” 14
    • Where we are now? 15
    • Where we are now? Spreading the “virus” Momentum Project, a program to help social entrepreneurs to grow & scale. An action learning & a platform for mentoring (10% of managers involved in 2015) Incubating high impact projects Yo Soy Empleo, Mortgage Customer Protection Plan, some programs linked to business and with high social impact Defining how to scale the “movement” Social Intrapreneurship PMO: project strategic alignment and selling process, getting resources, accountability, visibility and recognition… 16
    • Rebuilding trust & reputation from within Responsible business: strategic driver & cultural change Antoni Ballabriga. Head of Corporate Responsibility & Reputation Intrapreneur Conference. Barcelona. 11 December 2013
    • Enel & Endesa “Fostering a culture of innovation” Ismael Pulido Innovation Management Endesa S.A.
    • Endesa 2013 | 12 | 11 Enel & Endesa: fostering a culture of innovation Employees’ ideas and innovation – EIDOS MARKET Juan Garrigosa Juan.garrigosa@endesa.es @juan_garrigosa
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION CORPORATE CULTURE THE EXPERIMENT OF THE MONKEYS AND THE BANANA IN THE CAGE. The danger of culture is that it is invisible. Culture is just everything we do without thinking, everything we do automatically and that we may not know where we have learned. It is everything that seems usual and logical. It is a framework that tells us what is appropriate and what is not. Cultura de innovación Culture of innovation 2
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION PROVIDING THE INNOVATION Creativity INDIVIDUAL Innovative Organization Culture GROUP Cultura de innovación Culture of innovation 3
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION Eidos Market 2 How can I get MORE & BETTER IDEAS for my business? 1 3 How can I benefit from the COLLECTIVE INTELLIGENCE of my employees? How do I QUICKLY & ECONOMICALLY CHOOSE the best ideas? 5 4 Is there a way of keeping the INNOVATION MOMENTUM over time? Cultura de innovación Culture of innovation How do I ENGAGE my WORKFORCE in the innovation process? 4
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION Eidos Market Cultura de innovación Culture of innovation 5
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION Eidos Market Cultura de innovación Culture of innovation 6
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION Eidos Market Cultura de innovación Culture of innovation 7
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION EIDOS MARKET - COMUNICATION Cultura de innovación Culture of innovation
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION COMUNICATION, KEY FACTOR FOR THE ASSUMPTION OF CULTURE COMMUNICATION ACTION Cultura de innovación Culture of innovation COMMUNICATION ACTION COMMUNICATION ACTION 9
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION PARTICIPATION Target audience: 22.496 participants 5.300 visitants 1.718 active participants (32.4% of visitants) (23.6% of the target) 1.891 ideas (1.1 ideas/ active) 11.516 comments (6.7 comments/ active) 28.177 investments (16.4 investment/ active) Accumulated data from the 22nd of April 2012 until the 30th of November 2013 Cultura de innovación Culture of innovation 10
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION OTHER ASPECTS CONSISTENCY ORIENTATION TO BUSINESS ERROR TOLERANCE INNOVATION REWARD Cultura de innovación Culture of innovation 11
    • EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION Thanks Cultura de innovación Culture of innovation 12
    • “Este documento es propiedad de ENDESA , en consecuencia no podrá ser divulgado ni hecho público sin el consentimiento previo y por escrito de ENDESA. Su contenido es meramente informativo por lo que no tiene naturaleza contractual ni puede hacerse uso del mismo como parte de o para interpretar contrato alguno. ENDESA no asume ninguna responsabilidad por la información contenida en este documento, ni constituye garantía alguna implícita o explícita sobre la imparcialidad, precisión , plenitud o corrección de la información o de las opiniones y afirmaciones que se recogen. Tampoco asume responsabilidad alguna por los daños y/o pérdidas que pudieran causarse sobre el uso de esta información. ENDESA no garantiza que las perspectivas contenidas en este documento se cumplirán en sus términos. Tampoco ENDESA ni ninguna de sus filiales tienen la intención de actualizar tales estimaciones, previsiones y objetivos que pudieran derivarse de este documento excepto que otra cosa sea requerida por ley”. Cultura de innovación Culture of innovation
    • Mondragon “Team-intrapreneurship, empowering employees to create” Iñigo Blanco Team-coach & Lecturer Mondragon University
    • “Team-intrapreneurship, empowering employees to create” How team work and co-operative environments are key elements to foster and lead in-company innovation IÑIGO BLANCO (@INIGOFUNKY) GLOBAL INTRAPRENEURSHIP CONFERENCE Barcelona - DEC 11th
    • 2
    • ABOUT TEAM INTRAPRENEURSHIP
    • TEAM LEADER TEAM INTRAPRENEUR 1. INDIVIDUAL TEAM LEARNER TEAM COACH DIVERSITY LEADER
    • ROLES, LEADERSHIP & LEARNING BY DOING (AND FROM MISTAKES!) INTRAPRENEURIAL TEAM 2. TEAM WHY HOW WHAT INNOVATIVE ROIS & KPIS START FROM THE WHY & SHARED VISION
    • SOCIAL INNOVATION LABS - Impact HUB SOCIAL INNOVATION ECOSYSTEM 3. COMPANY LEARNING COMPANIES - RADICAL EDUCATION- “CHANGEMAKER” COMPANIES - OPEN INNOVATION -
    • ITS ABOUT PEOPLE AND THEIR INTRAPRENEURIAL POWERS
    • ENEKO IZQUIERDO: Implemented +2500 self-managed teams in EROSKI, now designing the shift to intrapreneurial teams.
    • OSCAR GARCÍA: Created a human-centered vision in OBEHETTICH Spain that lead the whole international group to design more innovative products.
    • IRUNE GONZALEZ: Through DOT S Coop she uses Design and Engeneering skills to tackle social inequality in rural regions in INDIA.
    • DIEGO ROMERO: Is changing how Multimedia and Audiovisual research is done at the Instituto Tecnológico de Aragón.
    • ALEX NAVARRO: Empowers local employees in CHINA by creating a shared vision with matrix company at FAGOR EDERLAN.
    • YOUTH INTRAPRENEURSHIP
    • We need to be brave and free to challenge the status quo and not to play adult-business but create new business realities.
    • Young intra-preneurs we need to contribute meaningfully to face the unknown and create multigenerational-knowledge.
    • Master Internacional Ejecutivo en Intraemprendizaje e Innovación Abierta
    • Programas  en  marcha: Oficial  European  Bachelour  degree  On  Entrepereneurial  Leadership  &  Innova<on Irun  /  Ona)  /  Madrid  /  Amsterdam  /  Bilbao Interna<onal  Master  on  Intrapreneurship  &  Open  Innova<on   Ona)  /  Irun  /  Zaragoza  /  Bilbao  /  Shanghai  /  Pune  /  Amsterdam  /  San  Francisco  /  Finland Basic  Entrepreneurial  Innovator  professional  program Ermua  /  Leioa  /   Team  Mastery  Trainning Iberia  (Spain,  Portugal)  and  Asia  (Thailand,  China,  India  and  South  Korea)
    • September 2013 CAMPUS: Irun, Oñati, Bilbao, Madrid, Amsterdam. 360 24 team-entrepreneurs team-companies 59 10 40 innovation leaders new-companies 45 intrapreneurialprojects 4 un-employeed people regions impacted joined 62 team-coaches trained
    • PEOPLE working in TEAMS daring to DREAM facing the UNKOWN creating NEW REALITIES
    • Iñigo Blanco iblanco@mondragonteamacademy.com @InigoFunky on Twitter www.MondragonTeamAcademy.com www.WhiteKaos.wordpress.com DOT S. Coop HUB Donostia S. Coop Mondragon Team Academy
    • THANK YOU MILA ESKER GRACIAS MERÇI XIE XIE
    • Panel discussion and Q&A Session moderated by Raf Weverbergh Managing Partner FINN
    • Coffee Break
    • Social Intrapreneurship: How Business Innovators are helping to build a more sustainable world Dr. David Grayson Director of the Doughty Centre for Corporate Responsibility Cranfield School of Management
    • Professor David Grayson, 11th December 2013 Social Intrapreneurship: How Business Innovators are helping to build a more sustainable world
    • Social Intrapreneurs people within a large corporation who take direct initiative for innovations which address social or environmental challenges whilst also creating commercial value for the company
    • • Social Innovation: new strategies, concepts, ideas and organizations that meet social needs. • Corporate Social Innovation: companies linking innovation with sustainability to obtain success in the market, while also achieving environmental, social, and governance (ESG) goals • Company-led • Individuals
    • MINDSET Social value-creation Business AND social purpose combined Values of sustainability
    • BEHAVIOURS Persistence and self-belief Learning Outreach
    • SKILLS Entrepreneurship Marketing and communications Partnership-building Deep understanding of their business Capacity to build trust and find “sponsors” and champions
    • WELCOME Social Intrapreneurs KEEP OUT WILKOMMEN BIENVENUE BENVINGUT BIENVENIDO BENVENUTOA
    • Enabling environment • Cultivate 'cafe culture’ • Humanise organisation (egalitarianism, generosity) • Account for social environmental, as well as economic, value you create • Network inside & outside your organisation • Grow people into leadership roles • Experiment • Strategise to achieve sustainable business & societal goals
    • “In areas where big breakthroughs are needed, we must step up joint working with others.”
    • Launch of European Social Intrapreneurship Programme Jan Noterdaeme Stephanie Schmidt Markus Hipp Senior Advisor on External Relations Director Executive Director Ashoka Full Economic Citizenship BMW Foundation CSR Europe
    • Ashoka
    • BMW Foundation Key Areas • Responsible Leadership • Venture Philanthropy • Pro Bono • Social Entrepreneurship • International Relations • Political Participation • Social Intrapreneurship • Strong Intermediaries
    • CSR Europe • 70 multinational companies: • 5000 enterprises across EU:
    • For impact, Collaboration is required Support companies Support Intrapreneurs Scale up with EU Best Practice Exchange Award EU CSR Strategy 2015-18 Network of intrapreneurs EU Platform for Business in Development Assessment Tool Road Show
    • Launch of European Social Intrapreneurship Programme Jan Noterdaeme Stephanie Schmidt Markus Hipp Senior Advisor on External Relations Director Executive Director Ashoka Full Economic Citizenship BMW Foundation CSR Europe
    • Social Intrapreneurship Real life cases – Testimonies from companies and experts Session moderated by Maggie De Pree Co-Founder The Human Agency
    • Allianz “Disruptive Innovators from the Inside: Can Social Intrapreneurs Change the Course of Corporate Action?” Michael Anthony Head of Emerging Markets Development Allianz Reinsurance http://prezi.com/sgwgbeckpep/?utm_campaign=share&utm_medium=copy
    • Danone “Beyond the walls of the company: taking care of its Ecosystem” Esther Sarsa Ezquerra Sustainable Development Manager Danone
    • July 2013
    • GENESIS OF THE FUND
    • WHAT IS OUR MISSION ? A dotation of 100M€ in 2009 Jobs creation Income generation Competencies developed Capabilities creation OPERATE DIFFERENCIATE CONNECT Fund and co-create local socio-economic capabilitites through inclusive partnerships that reinforce Danone ecosystem and contribute to common interest Health (well growing, well ageing, nutrition education) Environment (recycling, sustainable agriculture, impluvium management) Territory development Women empowerment
    • WHAT ARE THE CRITERIA FOR A PROJECT TO BE SUPPORTED? There are 5 main eligibility criteria Be allocated with dedicated human resources Be jointly created with a not-for-profit organisation (NGO for example) Be replicable and/or scalable Create economic and social value inside Danone’s ecosystem Be initiated by a Danone CBU and integrated within the business strategy
    • WHAT KIND OF PROJECTS DO WE WORK ON ? Our initiatives are split into 5 clusters corresponding to the different steps of the Danone value chain. CARING SERVICES MICRO-DISTRIBUTION NEW DISTRIBUTION CHANNELS PROFESSIONNAL INCLUSION CONNEXION TO HEALTH CARE PROFESSIONALS SKILLED CARERS RECYCLING ACCESS TO RECYCLED MATERIAL BETTER PAID AND RECOGNIZED WASTEPICKERS LOCAL DEVELOPMENT SOURCING COMPANY REPUTATION STRONGER TERRITORY STRENGTHENED MILK SOURCING EMPOWERED DAIRY FARMERS
    • BUSINESS VALUE CREATION : A HOLISTIC PERFORMANCE 1. Secure sourcing & Licence to operate 2. Topline growth 3. Employees engagement 4. Company reputation 5. Brand equity 6. Social capital & Socially Responsible Investment
    • Social School for Women Empowerment
    • EMPOWERMENT PROCESS Victim Survivor Changemaker Empowerment + Training and Coaching + Job Opportunity Women have a great potential than once it’s been developed generates a great value for companies and society
    • Danone Ambassadors Program A social cause, the solution of a business issue Thanks to Escuela Ana Bella, Social School for Women Empowerment, we have achieved to: • To source the market with high-profile and well-trained hostesses: more training and refueling sessions at the school. • To increase credibility through closer shopper profile hostess: same age, concerns, household experience and neighborhood. • To decrease rotation and absenteeism which was very high with committed hostess who value the job opportunity. More than 90% decrease in rotation and absenteeism. Commitment A valuable opportunity for them High Profile Intense and holistic training Social & Business Credibility Closer to Shopper Profile Low Rotation Job is key for having a new life with independence
    • UNICEF “Global Prototyping, Youth Innovators and Intrapreneurship at UNICEF” Joe Agoada Resource Mobilization Coordinator UNICEF
    • Global Prototyping, Youth Innovators and Intrapreneurship at UNICEF Joseph Agoada jagoada@unicef.org Twitter: @UNICEFGIS 1 1
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    • BRINGING INTRAPRENEURS TOGETHER Online Course: February 24, 2014 - March 21, 2014 For more information visit: TechChange.org 8 8
    • Accenture “The power of Social Intrapreneurship” Gib Bulloch Founder and Executive Director Accenture Development Partnerships
    • Panel discussion and Q&A Session moderated by Maggie De Pree Co-Founder The Human Agency
    • Wrap-Up & Conclusion Jan Noterdaeme Senior Advisor on External Relations CSR Europe
    • Intrapreneurship Conference OPEN DAY Launch of European Social Intrapreneurship Programme Thank you!