Intrapreneurship. A HR point of view.

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My keynote at www.intrapreneurshipconference.com 2011.

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  • Great information about Intrapreneurship which is the Key to Long-Term Business Success!

    Steve Jobs, Apple's Chairman, was specifically helpful in popularizing the term 'intrapreneurship.' In a September 30, 1985 'Newsweek' article Steve Jobs said, 'The Macintosh team was what is commonly known as intrapreneurship... a group of people going, in essence, back to the garage, but in a large company.' Steve Jobs risked everything on this Intrapreneurial venture and then got fired by his own Board of Directors over this Intrapreneurship adventure.

    “Innovation and Intrapreneurship are the ‘Secret Weapon’ for success within major firms such as: 3M, Anaconda-Ericsson, Apple Computer, Autodesk, Corona Data Systems, Caribou Coffee, Gateway, GE, Genentech, Google, IBM, INTEL, iRobot, Kodak, Lockheed-Martin, PR1ME Computer, Sony, Sun Microsystems, TCI, Texas Instruments, Toyota, W. L. Gore, and Yahoo.” (A Quote from Dr. Haller’s book “Intrapreneurship Success.”)

    For more details on “Real World” Intrapreneurship Case Studies please visit: www.IntrapreneurshipInstitute.com
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Intrapreneurship. A HR point of view.

  1. 1. The Future of Work | Intrapreneurship
  2. 2. Improvement |The continuing involvement of employees in thequest for continuous improvement of productsand services but also the processes that makepossible is a must have.  How do we wo rk on employee engagement? How to turn yo ur employees into intrapreneurs?
  3. 3. Employee expectations |That engagement isnecessary for yourorganization andits drivers are themain expectationsof employees...
  4. 4. Employers expectations |Engaged Passion Creativiy Initiative IntellectPresent Diligence Obedience — Gary Hamel - Webinar July 2011
  5. 5. A key emerging trend in the ne w Connected Empowerment | Enterprise is treating employee s as an asset and thus as an internal custom er and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them,  will gain a competitive advantage in retain ing key talent. Because the current “social media generation” is used to working with toolsthat are increasingly social an d collaborative,the ability to foster that type of workenvironment — while still sati sfying privacyand security concerns — is ke y toengagement in the workplace. — Yammer Blog - November 21, 2011
  6. 6. A key emerging trend in the ne w Connected Empowerment | Enterprise is treating employee s as an asset and thus as an internal custom er and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them,  will gain a competitive advantage in retain ing key talent. Because the current “social media generation” is used to working with toolsthat are increasingly social an d collaborative,the ability to foster that type of workenvironment — while still sati sfying privacyand security concerns — is ke y toengagement in the workplace. — Yammer Blog - November 21, 2011
  7. 7. 2009 Sécurité d’Empl 2010 Rémunération Conditions de travail 2009 — 2010 Relation Sociales SoutienSource: SD Worx – Engagement Study 2009/2010 © Culture Mission, Vision, Stratégie Impact on Engagement Developpement Reconnaissance fonction Engagement |
  8. 8. 2009 Sécurité d’Empl 2010 Rémunération Conditions de travail 2009 — 2010 Relation Sociales SoutienSource: SD Worx – Engagement Study 2009/2010 © Culture Mission, Vision, Stratégie Impact on Engagement Developpement Reconnaissance fonction Engagement |
  9. 9. Embedding change | Initiative peopleOrganisational Value Transforming HR Step Turn your employees into Agile 2 intrapreneurs who initiate change people (Re)vitalising HR Step Make your employees agile to 1 Inflexible cope with changes people Employee Value
  10. 10. Social Business |A business philosophy that emphasizes employee trust andautonomy as an alternative to hierarchical command and controlmanagement. Additionally, the philosophy views customers andbusiness partners as trusted components of the organization,not as external constituents.The philosophy should be supported by appropriate organizationaldesign, culture, business process, and technology strategiesand investments.
  11. 11. Social Business |The model of the past is a hierarchical structure, with abureaucracy that runs on conformity, control, standardization, andspecialization. It was designed for large organizations to be efficientat scale, not to address the ways humans work best.— The Management 2.0 Challenge: How will YOU Reinvent Management in Your Organization?—HBR
  12. 12. Culture |Only 6% of the employees find theircompany’s culture innovativewhereas 80% find themselves innovative
  13. 13. Intrapreneurship | Structures giving freedom Processes fostering autonomy Culture of collaboration Potential elements Phenomenon Outcomes (performance) Customer statisfactionMGMT Activities &Organisational culture Venture Creation & Innovation Job statisfactionOrganisational setting Strategic renewalSkills & Attitudes of an Financial performanceemployee The model of intrapreneurship — Heinonen, Jarna & Korvela, Kaisu Turku School of Economics and business Administration, Turku, Finland
  14. 14. A complete new way of organising |Autonomyby minimizinghierarchical structuresand rules
  15. 15. A complete new way of organising |Strength Based WorkdesignOrganising workmatchingindividual strenghts andorganisational objectives
  16. 16. A complete new way of organising |CollaborationAmplifyingcollaboration bystimulating dialogue,interaction andknowledge sharing
  17. 17. Leadership | } } No hierarchyStrong hierarchy more & more co-workers Top - down with Collaboration leadership competences neededVIP leaders club Leadership by all
  18. 18. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
  19. 19. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Building teams, Mentor Optimising collaboration, UsingPilot participative decision-making, managing conflict Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
  20. 20. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Living with change, Pilot Thinking creatively, Mediator Creating change Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
  21. 21. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Understanding self and others, Mediator Communicating effectively, Coordinator Developing subordinates Productor Controller None — What roles are still too few in your organization for optimal performance?
  22. 22. Leadership |Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Visioning, Planning and goal-setting, Coordinator Designing and organising, Productor Delegating effectively Controller None — What roles are still too few in your organization for optimal performance?
  23. 23. VisionaryIntrapreneurial Organizational Leadership | Leadership Engaged Team PilotAccountable LeadershipOpen-minded Innovator Interpersonal Agile Leadership Stimulator Empathic MentorCollaborative Personal Leadership Inspiring Attitude Roles
  24. 24. VisionaryIntrapreneurial Leadership | Engaged Stimulator PilotAccountable Attitude MentorOpen-minded Innovator Innovator Stimulator Agile Attitude Stimulator Empathic Mentor PilotCollaborative Stimulator Attitude Inspiring Other Innovator Attitude Roles
  25. 25. Turn your employees into intrapreneurs who initiate change or innovate |Give people enough time to work on creative ideas, but set up formalprocesses to make sure those ideas go somewhere.Encourage all your employees to contribute to the innovation dialogue.Assemble and unleash a diverse workforce. Diverse viewpoints result inbetter ideas.Design a career path for your intrapreneurs. Look for nontraditionalways to advance their careers.Prepare for the pitfalls of intrapreneurship. Be prepared to deal withfailure and conflict.
  26. 26. WIIFM |Looking at / for opportunitiesListening for my customers, colleagues, partnersActively collaborateBe a red monkey / search red monkeys...
  27. 27. Integrate in HR processes | t proactive. Iden tifies any opportunities Merely doing what is expected, come noA in the market. oducts / services Identify opportunities es pecially in the market for existing prB and also carry on. rvices. Plays Observes market opportunities and also detects new products / se ort-term perspective.C focused on these oppo rtunities and goes mainly to the sh ipating short and Looking for opportunities in the market, taking action and antic oducts / services.D medium term. Makes proposals for new pr ket long term. Comes Anticipates pote ntial problems or trends in the mar proposals or solutions.E spontane ously with detailed and thoughtful
  28. 28. ImprovementEmployee expectationsEmployers expectationsEmpowermentEngagementEmbedding changeSocial BusinessCultureIntrapreneurshipA complete new way of organisingLeadershipSocial ArchitectsRoles and attitudeTo dosWIIFMIntegrate in HR processes
  29. 29. ASTD2011|
  30. 30. Frédéric Williquet+32 478 888 322frederic.williquet@sdworx.com @fredericw

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