My talk on corporate innovators and intrapreneurs.

1. Innovators and Intrapreneurs
www.15inno.com
15inno by Stefan Lindegaard at LinkedIn Groups
stefanlindegaard@me.com
Twitter: @lindegaard
Hey! Freebookson 15inno.com!

3. Faster pace, shrinking window of opportunity,
less time for cash cows
Open innovation, business model innovation is
key for becoming competitively unpredictable!
We need a more holistic approach to innovation!

4. What is open innovation?
“…a philosophy or a mindset that they should
embrace within their organization.
This mindset should enable their organization
to work with external input to the innovation
process just as naturally as it does with
internal input”
Open innovation as a term will disappear in 57 years!

5. Change how we innovate
Be competitively unpredictable
Develop the right conditions and framework

6. Free workbook on 15inno.com

7. Intrapreneurs and innovation culture!

8. Only a truly burning platform or fully aligned
executives can change an innovation culture!
No networking culture? No innovation culture!
- future winners get communities to work!
Organizations must embrace experimentation
– and the failures that come along with it!

9. 20% free time: You can’t copy this!
Open up: Difficult, but the only way forward!
Grass-root: Big potential if supported properly!
Top-down: Go from event to capability to culture!

10. Intrapreneurship is an overlooked tool:
“Intrapreneur: a person within a large
corporation who takes direct responsibility for
turning an idea into a profitable finished
product through assertive risk-taking and
innovation.”
American Heritage Dictionary, 1992

11. The Man on The Moon competition
• To identify and develop new ventures thatcreatessignificantgrowth
and/orstrategicadvantages
• To spot and develop talent
• To change the culture and establish”intrapreneurship” as a fourthcareerpath

12. Discovery – Incubation – Acceleration: Have
the right people at the right time!

13. “…an intrapreneur must have the ability to see and pursuepossibilities by
piecingtogether innovations acrossthreeor more business
functionssimultaneously.”
Paul Campbell, former VP, HP

16. Great paper online (e-mail me!)

17. A career path for trouble-makers?
“When someone tries to innovate within a traditional
organization,few will understand what he/she is
doing, but everybody will understand who is a troublemaker.
After the innovation has been embraced by the
organization,few will remember who started it,
but everybody will remember who was a trouble-maker.
This is the dilemma encountered by many intrapreneurs
-they risk punishment for success.”
David Nordfos, Stanford

18. You need a common language / understanding to frame and work with the issues!

19. Every corporate culture is innovative! Find the
pockets, build the foundation and perception

20. No networking culture? No innovation culture!
- future winners get communities to work!

22. Networking efforts require direction, training
and time. Most executives do not get this.

23. Organizations must embrace experimentation
– and the failures that come along with it!

24. #1: What kind of failure are we talking about?
#2: Insights from a survey
#3: Impact on the corporate culture
#4: Q&A
Full recorded webinar: www.innocentive.com

25. System failure (collapse of communism)
System component failure (stock market crash)
Major firm failure (Enron going out of business)
Start-up failure (Pets.com going out of business)
Product failure (New Coke tanking)
Idea failure (Apple Navigator protype, no launch
Credit: Tim Kastelle

26. “Two types of failure:
- honorable failure is where an honest attempt at
something new or different has been tried
unsuccessfully and
- incompetent failure where people fail for lack of
effort or competence in standard operations.”
Credit: Paul Sloane

27. Developing a culture that is constructive about
failure requires a new vocabulary.
Smartfailing
When an organization embraces smartfailing, it
de-stigmatizes failure internally and uses failure
as an opportunity to learn and to find a better
course.

28. Full survey: http://www.15inno.com/2012/11/08/surveyresults/

32. There are no quick fixes because the top
executives that got us into this mess are not
ready to lead us out of it!

33. Too much focus on products, technology
Unrealistic expectations on time, resources
Lack of resources in budget, people, infrastrucure
Silo rather than collaborative approaches
Poorly defined innovation strategy (if any)

34. Develop a better understanding of your situation
More transparency, communication, new terms?
Develop processes (learn how to learn)
Reward behaviors, not outcomes if you want change

35. Organizations must identify skills and mindset
needed for a stronger innovation culture

36. They do not innovate on the innovation process!
They do not develop their mindset and toolbox!
They lack the courage to speak up!
They lack communication skills and efforts!

39. 1) Intrapreneurial skills
2) Networking talent
3) Communication skills
4) Strategic influencing
5) Adaptive fast learner
6) Balanced optimism
7) Tolerance for uncertainty
8) Passion

40. It must be a key objective for corporate innovation
teams to educate – up as well as down!

41. A CFO is wary about investing in the training
and education of the employees.
He asks the CEO: ”What happens if we
invest in developing our people and then they
leave the company?”
The CEO is a bright person and replies:
”What happens if we don’t and they stay?”

42. If you want to change a culture, you should
reward behaviors as well as results!
TBX(O) – Sometimes middle-managers hinder
innovation just by doing their job!
Work the internal and external stakeholders become better communicators on innovation!
People first, processes next, then ideas!

43. Some exercises / discussion

47. Get in touch!
www.15inno.com
15inno by Stefan Lindegaard at LinkedIn Groups
stefanlindegaard@me.com
Twitter: @lindegaard
Hey! Freebookson 15inno.com!

48. Open innovation works!
48

49. Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley

50. Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley

51. Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley

52. Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley