Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Overcoming The Challenges Of Social Intrapreneurship 20101017


Published on

A talk I am giving in November on driving a sustainability agenda when it\'s not in your job description.

Overcoming The Challenges Of Social Intrapreneurship 20101017

  1. 1. Overcoming the Challenges of Social Intrapreneurship<br />Chris Oestereich<br />
  2. 2. “It’s not easy being green.”<br />-Kermit the Frog<br />The Truth<br />
  3. 3. Agenda<br /><ul><li>Social Intrapreneurship Overview
  4. 4. Kotter’s Change Leadership Model
  5. 5. Positioning Projects for Approval
  6. 6. Q & A</li></li></ul><li>Definition: Entrepreneur<br />Someone who “shifts economic resources out of an area of lower and into an area of higher productivity and greater yield.” – French Economist Jean Baptiste<br />The source of “creative destruction” necessary for major economic advances<br />* Quotes from David Bornstein’s “How to Change the World”<br />
  7. 7. Definition: Social Intrapreneur<br />An internal innovator who challenges their organization’s status quo while developing and implementing solutions that both benefit their organization and create positive social and environmental impact.<br />* Definition from the Impact at Work site<br />
  8. 8. Change is Never Easy<br />“And it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.<br />Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new.”<br />-NiccoloMacchiavelli<br />
  9. 9. John Kotter’s Change Leadership Model<br />
  10. 10. Step One: Create Urgency<br /> Determine needs<br /> Create awareness<br />Photo by: eqqman<br />
  11. 11. Step Two: Form a Powerful Coalition<br />Stakeholder Analysis<br />Understand Decision Making<br />Build Support<br />Influence-based<br />Photo by: Jenn and Tony Bot<br />
  12. 12. Step Three: Create a Vision for Change<br />Determine goals<br />Establish plans to achieve the goals<br />Photo by: Lú Lαcєrdα<br />
  13. 13. Step Four: Communicate the Vision<br />Develop cohesive arguments<br />Peer reviews<br />Practice pitches<br />Tailor approach to audiences<br />Sell, Sell, Sell<br />Photo by: ¡Quecomunismo!<br />
  14. 14. Step Five: Remove Obstacles<br />Leverage exec support<br />Satisfy concerns<br />Weigh options<br />Change approach<br />Photo by: Brian Forbes<br />
  15. 15. Step Six: Create Short-Term Wins<br />Seek Low-hanging Fruit<br />Builds Trust<br />Sustains Momentum<br />Photo by: stuartajc<br />
  16. 16. Step Seven: Build on the Change<br />Bigger Projects<br />Grow & Develop the Team<br />Greater Tolerance for Risk<br />Photo by: jphilipg<br />
  17. 17. Step Eight: Anchor Changes<br />Align Incentives<br />Cement Cultural Changes<br />Symbols<br />Processes<br />Training<br />Photo by: Plbmak<br />
  18. 18. 3 Ways to Drive Real Change *<br />Focus on joy, not fear<br />Create the Crowd<br />Harness Momentum<br />* 9/10/10 HBR Management Tip adapted from "How to Drive Change the IDEO Way" <br />by Andrew Winston<br />
  19. 19. Project Selection<br />
  20. 20. Positioning<br />Lead with business benefits<br />NPV & IRR<br />Competitive Advantages<br />Follow with social and environmental benefits<br />PR, Community Relations<br />When possible, tie projects to stated goals, strategy, mission and values<br />
  21. 21. quote<br />“It is difficult to get a man to understand something when his salary depends on his not understanding it.”<br />-Upton Sinclair<br />
  22. 22. Beware the Career Limiting Move<br />Company Culture<br />Stakeholder Assessment<br />Personal Risk Tolerance<br />Photo by: tanakawho<br />
  23. 23. Closing Thought<br />“When written in Chinese the word "crisis" is composed of two characters. One represents danger, and the other represents opportunity.”<br />- John F. Kennedy<br />
  24. 24. Resources<br />Strategy for Sustainability – Adam Werbach<br />Mid-Course Correction – Ray Anderson<br />Managing with Power – Jeffrey Pfeffer<br />The Speed of Trust – Steven M.R. Covey<br />Thinking in Systems – Donella Meadows<br />
  25. 25. Thank You!<br />Chris Oestereich MBA, PMP <br />(Masters - Sustainable Development - Expected 2012)<br />Email:<br />Twitter: @costrike<br />Sustainability Blog:<br />Project Management Blog:<br />