CAN CORPORATE INNOVATION EVENTS BE
THE DRIVER FOR CHANGE?

How to put an intrapreneurial Bootcamp in place
within your com...
AGENDA

• Alcatel-Lucent experience about intrapreneurship
- Motivation / Rationale
- Program details
- Key learnings – af...
ORIGINS

• Year 2004 :

‘‘There are a lot of great ideas in this company… but for many reasons these
great ideas drop off ...
Défi ENTREPRENDRE
BRINGING ENTREPRENEURSHIP INSIDE

Entrepreneurial Boot Camp
―Innovation is the responsibility
of every e...
ENTREPRENEURIAL BOOT CAMP
What is it?

SPREAD, STIMULATE & CONCRETIZE
AN ENTREPRENEURIAL SPIRIT WITHIN
ALCATEL-LUCENT

OBJ...
Inspiration
Call for Ideas: Idea Submission &
Employee Collaboration
Team Building, Dating Event
(F2F & online)
Creation o...
MAKE IT A CHALLENGING ONE

LINKED TO CORPORATE STRATEGY
7

COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-L...
INVOLVE THE WHOLE ORGANISATION
FROM CEO …

•

Call for Ideas by CEO

•

Give on-line feedback, during employee collaborati...
COLLECTING IDEAS

Web site : http://all.alcatel-lucent.com/defi-entreprendre
https://engage.alcatel-lucent.com/groups/defi...
THE ENTREPRENEURIAL BOOTCAMP
INNOVATION BOARD
INNOVATION BOARD (Selects Ideas & teams, Support participants & Act as part ...
Inspiration
Call for Ideas: Idea Submission &
Employee Collaboration
Team Building, Dating Event
(F2F & online)
Creation o...
THE TEAM

12
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO...
THE CAPTAIN
SCOUTING ENTREPRENEURIAL TALENT

13
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — INT...
INNOVATION BOARD
• Cut the red tape
• Do not try to decide based on consensus
• Projects that deserve support should be qu...
ENTREPRENEURIAL BOOTCAMP
'ACTIVE' PHASE
Intensive learning program in partnership with topranked French business school
MO...
FACE-TO-FACE IS KEY

PROCESS
16
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — INTERNAL PROPRIETAR...
CREATING THE BUSINESS PLAN
customer value
curves
business model
format

competitive arena
value chain

technology
evolutio...
ENTREPRENEURIAL BOOTCAMP
FINAL EVENT

18
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — INTERNAL P...
THE ENTREPRENEURIAL BOOT CAMP
OVERVIEW - THE 4 MAIN STEPS

How does
it work?

Innovation Board (management ALU)
Selection ...
KEEP INNOVATING THE INNOVATION PROCESS

EMEA BOOT CAMP

20
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-L...
INNOVATION FUND
CREATED SEPT 2009

Recommendation to
incubate (or not)

As to :
-- Buy equipment + pay for service
(POC)
-...
ENTREPRENEURIAL BOOTCAMP
SOME KEY SUCCESSES
MOSAR became Alcatel-Lucent ‘Alternative
Energy Program’

Energy-autonomous wi...
KEY LEARNINGS
• DIVERSIFICATION OF THE PRODUCT PORTFOLIO

• FIRST REVENUES FROM THE BOOTCAMP
PROJECTS

• NEW IMAGE OF THE ...
WHAT HAPPENS TO PEOPLE AFTER?

• Business as usual
• Career switch

• Leaving the company

24
COPYRIGHT © 2013 ALCATEL-LUC...
RE-ENCHANTING EMPLOYEES

From lively RSA Animate (http://www.thersa.org ), adapted from Dan Pink's talk at the RSA
25
COPY...
BOOTCAMPERS are ALU BUCCANEERS

Courtesy of
PHILIPPE MEDA @Merkapt
26
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED...
BOOTCAMPERS AS CHANGE AGENTS

GERD LEONHARD, MediaFuturist.com @gleonhard
27
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS R...
ADDITIONAL LEARNINGS /THOUGHTS
• Set a few KEY objectives for the program
• Get full support from key executive => as to c...
ADDITIONAL LEARNINGS /THOUGHTS
• Use the system (eg. use training budget or Com budgets)
• Embark HR + other support entit...
…. INTRAPRENEURSHIP DEALS WITH A SYSTEMIC
APPROACH
Innovation

Management

Business

Culture

Governance

People

30
COPYR...
EXAMPLES OF CONCRETE ACTIONS

Innovation
• Promote inititative
and gain midldle
management
support

Management

• Strategi...
MOVING FORWARD
• What defines an intrapreneur ?

• What can he / they bring to your organization ?
• If you would start an...
INTRAPRENEUR'S 10 COMMANDMENTS
BY GIFFORD PINCHOT (1985)

1. Come to work each day willing to be fired.
2. Circumvent any ...
34
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY I...
SOME (ADDITIONAL) FINAL THOUGHTS
• Ideas are useless unless used. The proof of their value is in their
implementation. Unt...
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Leclerc wshop intrapreneurshipconference dec2013

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How to put an intrapreneurial Bootcamp in place in your Company ?
Learnings from Alcatel-Lucent experience

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  • Time-based
  • Employees like and even need “challenges”Norms 
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  • Leclerc wshop intrapreneurshipconference dec2013

    1. 1. CAN CORPORATE INNOVATION EVENTS BE THE DRIVER FOR CHANGE? How to put an intrapreneurial Bootcamp in place within your company Olivier Leclerc, Director Innovation & Intrapreneurship @setolivier | #bell_labs | #alcatel_lucent Intrapreneurship Conference - Dec 12th, 2013 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    2. 2. AGENDA • Alcatel-Lucent experience about intrapreneurship - Motivation / Rationale - Program details - Key learnings – after 5 years running BootCamps - • A systemic approach • Moving forward – getting into action 2 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    3. 3. ORIGINS • Year 2004 : ‘‘There are a lot of great ideas in this company… but for many reasons these great ideas drop off the table, so the challenge became how do we create a culture of innovation where people feel empowered to follow through on their ideas’’ Business Plan training for researchers but … • Year 2006 1st BootCamp with multidisciplinary teams around research ideas in Belgium • Year 2008 : BootCamp concept in France open to all employees • … and so on COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    4. 4. Défi ENTREPRENDRE BRINGING ENTREPRENEURSHIP INSIDE Entrepreneurial Boot Camp ―Innovation is the responsibility of every employee in the company‖ 4 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    5. 5. ENTREPRENEURIAL BOOT CAMP What is it? SPREAD, STIMULATE & CONCRETIZE AN ENTREPRENEURIAL SPIRIT WITHIN ALCATEL-LUCENT OBJECTIVES CREATE VALUE FOR ALCATEL-LUCENT THINKING ‗OUT-OF-THE-BOX‘ PROVIDE PERSONAL DEVELOPMENT OPPORTUNITIES FOR ALCATEL-LUCENT EMPLOYEES 5 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    6. 6. Inspiration Call for Ideas: Idea Submission & Employee Collaboration Team Building, Dating Event (F2F & online) Creation of Business Plan: training/coaching at #locations Pitch at local & global final event (MC) Incubation Ventures ? 6 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    7. 7. MAKE IT A CHALLENGING ONE LINKED TO CORPORATE STRATEGY 7 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    8. 8. INVOLVE THE WHOLE ORGANISATION FROM CEO … • Call for Ideas by CEO • Give on-line feedback, during employee collaboration • Presence at Final Event • Overcome silo-mentality, not invented here-syndrome 8 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    9. 9. COLLECTING IDEAS Web site : http://all.alcatel-lucent.com/defi-entreprendre https://engage.alcatel-lucent.com/groups/defi-entreprendr Follow us on Twitter : http:twitter.comALU_Defi 9 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    10. 10. THE ENTREPRENEURIAL BOOTCAMP INNOVATION BOARD INNOVATION BOARD (Selects Ideas & teams, Support participants & Act as part of Final Jury) President : Pascal HOMSY (CEO Alcatel Lucent France) - Hélène SALLIC (Corp. Strategy) - Didier BERTHOUMIEUX (Bell Labs / Corp. CTO) - Jean-Luc BEYLAT (Bell Labs) - Philippe BAUD (Global Account Orange) - Jérôme LE MOUEL (HR) - Christophe BEJINA (Networks/Wireless) - Thierry BONNIN (Enterprise) - Laurent LE GOURRIEREC (Bell Labs / Corp. CTO) - Caroline DIQUELOU (Corp Marketing, Strategy & Comms) - Karine CALVET (CU France / Sales / Verticals) - Mercedes MARTINEZ MARTIN (EMEA Application Enablement) - André MECHALY (Solution & Marketing CU France ) Vincent MOREAU (Networks / Video) Pascale THORRE (Bell Labs / Bus Modelling) Vincent LARA (Corp. Finance) Dominique VINCENT (Procurement & Design to Cost) Board Secreatry : Olivier LECLERC (Bell Labs) 10 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    11. 11. Inspiration Call for Ideas: Idea Submission & Employee Collaboration Team Building, Dating Event (F2F & online) Creation of Business Plan: training/coaching at #locations Pitch at local & global final event (MC) Incubation Ventures ? 11 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    12. 12. THE TEAM 12 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    13. 13. THE CAPTAIN SCOUTING ENTREPRENEURIAL TALENT 13 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    14. 14. INNOVATION BOARD • Cut the red tape • Do not try to decide based on consensus • Projects that deserve support should be quickly expedited INVOLVE AN EXTERNAL PARTY • Good cop – Bad cop • Trust • Another view, not company-biased • Business school, VC, Business Angel, … 14 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    15. 15. ENTREPRENEURIAL BOOTCAMP 'ACTIVE' PHASE Intensive learning program in partnership with topranked French business school MODULE 1 (2,5 days) • Entrepreneurship essentials • Legal aspects • Entrepreneurial strategy MODULE 2 (2,5 days) • Innovation, Creativity • Workshop Business Plan review Support for the project team by ULYSSCO • Team coaching by entrepreneurs; one coach by team. • Active participation during all the process Internal support • Individual training in eLearning, Training on intellectual property aspects • Internal mentoring by alumini, Club Défi… 15 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    16. 16. FACE-TO-FACE IS KEY PROCESS 16 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    17. 17. CREATING THE BUSINESS PLAN customer value curves business model format competitive arena value chain technology evolution path value proposition go to market strategy earnings model cash curve I business model business model roadmap business case financial roadmap II action/work plan (short/medium term) IV Business Opportunity Plan III team & competencies roadmap team profile rollout plan mile stone planning team roles are you an entrepreneur? alliance/cooperation profile competencies profiles & gap analysis Time to Market/Time to Profit path for validating assumptions 17 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    18. 18. ENTREPRENEURIAL BOOTCAMP FINAL EVENT 18 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    19. 19. THE ENTREPRENEURIAL BOOT CAMP OVERVIEW - THE 4 MAIN STEPS How does it work? Innovation Board (management ALU) Selection de 7 teams of 4 people Information Selection of 15 idées Expression of Ideas 4 Identification of Mentors Connect Ideas & People ‘Final Event’ Development of Business Plan* Jury = Innovation Board & ‘external’ investors Recommendation to incubate (or not) Projet BD Ideas * With ESCP Europe Business School + Coaching of teams by serial Entrepreneurs Idea Owner People (ALU employees) 1 Training "ENTREPRENDRE" ‘Dating Event’ 2 3 3 19 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION Venture Externe Focus on Implementation and Business Development - prototype - customer interest - market validation
    20. 20. KEEP INNOVATING THE INNOVATION PROCESS EMEA BOOT CAMP 20 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    21. 21. INNOVATION FUND CREATED SEPT 2009 Recommendation to incubate (or not) As to : -- Buy equipment + pay for service (POC) -- Allow / enable some team members to work 100% of their time on the project for a limited and defined period => Help concretize the proposition Eligible projects are high-rated ones after BC 21 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    22. 22. ENTREPRENEURIAL BOOTCAMP SOME KEY SUCCESSES MOSAR became Alcatel-Lucent ‘Alternative Energy Program’ Energy-autonomous wireless base station MOSAR Commercial contracts (M€) Augmented Reality services (for smartphones) funded by Innovation Fund from Jan til Dec 2010 Transferred to , an Alcatel-Lucent company on Jan 2011 Commercial contracts (hundreds k€) Service for Smart Sharing and Enrichment of Videos Transfered to Alcatel-Lucent Entreprise – Now part of OpenTouch Video Store product line Gold prize at Intranet Innovation Awards 2011 22 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    23. 23. KEY LEARNINGS • DIVERSIFICATION OF THE PRODUCT PORTFOLIO • FIRST REVENUES FROM THE BOOTCAMP PROJECTS • NEW IMAGE OF THE COMPANY • EMPLOYEES ENGAGEMENT & CULTURE CHANGE 23 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    24. 24. WHAT HAPPENS TO PEOPLE AFTER? • Business as usual • Career switch • Leaving the company 24 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    25. 25. RE-ENCHANTING EMPLOYEES From lively RSA Animate (http://www.thersa.org ), adapted from Dan Pink's talk at the RSA 25 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    26. 26. BOOTCAMPERS are ALU BUCCANEERS Courtesy of PHILIPPE MEDA @Merkapt 26 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    27. 27. BOOTCAMPERS AS CHANGE AGENTS GERD LEONHARD, MediaFuturist.com @gleonhard 27 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    28. 28. ADDITIONAL LEARNINGS /THOUGHTS • Set a few KEY objectives for the program • Get full support from key executive => as to contain Company antibodies • Build a BPlan of your initiative • Set and publish clear rules of engagement • Involve external parties => they are change catalysers - Business School - Business Angels / VCs • Have your leaders/sponsors live the experience => the only way to convince them progressively and actually change culture • Communicate !!! Keep on putting some extra energy - Posters, Newsletters, flyers, videos - Testimonials, specific sessions 28 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    29. 29. ADDITIONAL LEARNINGS /THOUGHTS • Use the system (eg. use training budget or Com budgets) • Embark HR + other support entities (Purchasing Dpt, Legal Dpt) - Find sponsors / supporters in each and every entity • Valorize successes but also any other actions - Tell the truth ! • Make the program viral - Community management – scale it up – make it ‗sticky‘ - Use Bootcampers as ambassadors but also in other spaces / areas • Have the initiative evolve (innovating innovation) and be complemented - evaluate and learn from past editions - Iteration is Key • Manage expectations ! • Define / clarify exit options for teams • See yourself as an intrapreneur :D 29 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    30. 30. …. INTRAPRENEURSHIP DEALS WITH A SYSTEMIC APPROACH Innovation Management Business Culture Governance People 30 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    31. 31. EXAMPLES OF CONCRETE ACTIONS Innovation • Promote inititative and gain midldle management support Management • Strategic positionning of the intrapreneurial program • Clarify engagement rules • Selection of projects / criteria Business • Accelerate projects Go-tomarket •Improve post program follow-up • Projects funding BootCamp Foundation • Develop and encourage innovative behaviors •Capitalize on community Culture Governance People • Develop links with HR • Develop competences • Valorize talents 31 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION • Improve Innov Board composition • Optimize information & decision processes
    32. 32. MOVING FORWARD • What defines an intrapreneur ? • What can he / they bring to your organization ? • If you would start an intrapreneurship program, what would be the primary focus ? Why ? • Who would be your sponsors ? (Matrix of influence) • Exercise: - 3min pitch to your CEO or best sponsor 32 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    33. 33. INTRAPRENEUR'S 10 COMMANDMENTS BY GIFFORD PINCHOT (1985) 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 mechanism. 7. Never bet on a race unless you are running in it. 8. Remember it is easier to ask forgiveness than to ask permission. 9. Be true to your goals, but realistic about the ways to achieve them. 10. Honor your sponsors. •Ask for advice before asking for resources. •Express gratitude. •Build your team; intrapreneuring is not a solo activity. •Share credit widely. •Keep the best interests of the company and its customers in mind, especially when you have to bend the rules or circumvent the bureaucracy. •Don't ask to be fired; even as you bend the rules 33 and act without permission, use all the political skill COPYRIGHT © you and your sponsors can muster to — INTERNAL2013 ALCATEL-LUCENT. PURSUANT TORESERVED. INSTRUCTION making waves. move PROPRIETARY — USE ALLforward without the project RIGHTS COMPANY ALCATEL-LUCENT
    34. 34. 34 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
    35. 35. SOME (ADDITIONAL) FINAL THOUGHTS • Ideas are useless unless used. The proof of their value is in their implementation. Until then, they are in limbo. • Ideas without action are worthless. Action is the foundational key to all success. • The creative process does not end with an idea. It only starts with an idea. • Genius is 1% inspiration and 99% perspiration. • There have been many fine scientists desperately trying to become poor businessmen. • Three factors lead to better performance and personal satisfaction: autonomy, mastery, and purpose. 35 COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
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