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5 SIGNS THAT THESE ARE
THE INTRAPRENEURS
YOU’RE LOOKING FOR!
ERIC TACHIBANA@
ASIAN
FINANCIAL SERVICES
CONGRESS
2 QUESTIONS
HOW CAN A SMALL COG IN A BIG
MACHINE HAVE IMPACT?
HOW CAN A LEADER CREATE A BIG
MACHINE THAT AFFORDS
OPPORTUNITY?
5 SUGGESTIONS
/
CLARIFY
YOUR SCALE1
CLARIFY
YOUR SCALE1
MOST FIRMS TREAT
INCREMENTAL &
DISRUPTIVE INNOVATION
THE SAME
Clarify
YOUR
SCALE
1
WHEN IN FACT,
THEY’RE TOTALLY
DIFFERENT
Clarify
YOUR
SCALE
1
WHO YOU HIRE
WHAT YOU PAY
HOW YOU STRUCTURE
THE ORG
HOW YOU MEASURE
YOUR RISK APPETITE
YOUR PROCESSES...
Clarify
YOUR
SCALE
1
IF YOU MANAGE
INCREMENTALLY IN A
DISRUPTIVE MOMENT,
Clarify
YOUR
SCALE
1
STEP ONE: CLARIFY
WHAT YOU ARE REALLY
AFTER SO THAT YOU
MANAGE AGAINST THE
Widen
YOUR
SCOPE
2
Widen
YOUR
SCOPE
2
In the real world,
product innovation
represents the minority
Widen
YOUR
SCOPE
2
Yet because it is seen
as sexy, it is what 99%
of us fixate on
Widen
YOUR
SCOPE
2
When there are soooooo
many better, blue-ocean,
profitability-impacting
innovation opportunities
Widen
YOUR
SCOPE
2
Process
Brand
Supply chain
Manufacturing
Legal
Financial
Human resource
Policy
Culture
Structuring
Acqu...
Widen
your
scope
2
IF ALL YOU SEE IS
PRODUCT, YOU’RE
PROBABLY MISSING
THE BIG PICTURE
Widen
your
scope
2
STEP TWO: PUT
EVERYTHING IN PLAY
Use all
YOUR
TOOLS
3
Use all
your tools
3
CORPORATE R&D LABS
ARE GOOD, BUT
DEFINITELY NOT THE
END ALL
Use all
your tools
3
CONSIDER
DIVERSIFYING YOUR
BUDGET TO DEVELOP
OTHER WAYS TO
Use all
your tools
3
MISTAKES
UNEXPECTED CROSS-
TEAM SYNERGY
ACQUISITIONS
EXTERNAL
ENGAGEMENT
INTERNAL
ACCELERATORS
SPIN-O...
Use all
your tools
3
STEP THREE: USE
EVERYTHING,
EVERYONE,
EVERYWHERE
Get dirty4
Get dirty4
INNOVATION HAPPENS
IN THE WAY WE DO THE
LITTLE THINGS DAY TO
DAY, NOT IN THE BIG
STRATEGY AND VISION
ARE CRITICAL
Get dirty4
BUT SUCCESS LIES IN
DAY-TO-DAY CULTURE
AND VALUES
Get dirty4
STEP FOUR: SETTING
DIRECTION IS FINE,
BUT IT’S MORE
IMPORTANT TO GET
Get dirty4
Be Integrated,
holistic &
iterative
5
Be Integrated,
holistic &
iterative
5
SPEAKING OF GETTING
DIRTY, LEAN WORKS AS
WELL FOR BIG FIRMS
AS IT DOES FOR
Be Integrated,
holistic &
iterative
5
JUST….BE LEAN
ALREADY
Be Integrated,
holistic &
iterative
5
AND STOP WITH THE
BIG IDEATION
PROGRAMS THAT LEAD
NOWHERE OTHER
Be Integrated,
holistic &
iterative
5
BE HOLISTIC
Be Integrated,
holistic &
iterative
5
MAKE SURE YOU
COVER YOUR
LANDSCAPE & LIFE-
CYCLE
Be Integrated,
holistic &
iterative
5
STRATEGY INFRASTRUCTURE CULTURE RESOURCING
INCULCATEIDEATEINCUBATEINNOVATE
Have a pl...
Operating models in
the wild: A QUICK
CASE STUDY
VISION
Be recognized by clients & staff as a innovation leader in our market space
WHERE WE
WANT TO GO
HOW WE GET
THERE
OU...
Ensure a fertile landscape for innovation
STRATEGY INFRASTRUCTURE CULTURE RESOURCING
GOALS
Define and communicate
a clear ...
Support the whole innovation lifecycle
39
INCULCATE IDEATE INCUBATE INNOVATE
GOALS
Use Culture, Staffing,
Comms, Environme...
How we do it – business transformation plan (sample)
40
STRATEGY INFRASTRUCTURE CULTURE RESOURCING
INCULCATEIDEATEINCUBATE...
Clarify your scale
Widen your scope
Use all your tools
Get dirty
Be integrative, holistic,
iterative
Any
Questions?
SHARE THIS DECK
& FOLLOW ME(please-oh-please-oh-please-oh-please)
stay up to date with my future
slideshare posts
http://w...
CLICK HERE FOR MORE!!!!
IMAGES LIFTED FROM JD HANCOCK
DESIGN CONCEPT LIFTED FROM
EUGENE CHENG
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Innovation in big, ugly MNCs

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Innovation in big, ugly MNCs

  1. 5 SIGNS THAT THESE ARE THE INTRAPRENEURS YOU’RE LOOKING FOR! ERIC TACHIBANA@ ASIAN FINANCIAL SERVICES CONGRESS
  2. 2 QUESTIONS
  3. HOW CAN A SMALL COG IN A BIG MACHINE HAVE IMPACT?
  4. HOW CAN A LEADER CREATE A BIG MACHINE THAT AFFORDS OPPORTUNITY?
  5. 5 SUGGESTIONS
  6. / CLARIFY YOUR SCALE1
  7. CLARIFY YOUR SCALE1 MOST FIRMS TREAT INCREMENTAL & DISRUPTIVE INNOVATION THE SAME
  8. Clarify YOUR SCALE 1 WHEN IN FACT, THEY’RE TOTALLY DIFFERENT
  9. Clarify YOUR SCALE 1 WHO YOU HIRE WHAT YOU PAY HOW YOU STRUCTURE THE ORG HOW YOU MEASURE YOUR RISK APPETITE YOUR PROCESSES YOUR POLICIES YOUR TIME FRAME
  10. Clarify YOUR SCALE 1 IF YOU MANAGE INCREMENTALLY IN A DISRUPTIVE MOMENT,
  11. Clarify YOUR SCALE 1 STEP ONE: CLARIFY WHAT YOU ARE REALLY AFTER SO THAT YOU MANAGE AGAINST THE
  12. Widen YOUR SCOPE 2
  13. Widen YOUR SCOPE 2 In the real world, product innovation represents the minority
  14. Widen YOUR SCOPE 2 Yet because it is seen as sexy, it is what 99% of us fixate on
  15. Widen YOUR SCOPE 2 When there are soooooo many better, blue-ocean, profitability-impacting innovation opportunities
  16. Widen YOUR SCOPE 2 Process Brand Supply chain Manufacturing Legal Financial Human resource Policy Culture Structuring Acquisitive
  17. Widen your scope 2 IF ALL YOU SEE IS PRODUCT, YOU’RE PROBABLY MISSING THE BIG PICTURE
  18. Widen your scope 2 STEP TWO: PUT EVERYTHING IN PLAY
  19. Use all YOUR TOOLS 3
  20. Use all your tools 3 CORPORATE R&D LABS ARE GOOD, BUT DEFINITELY NOT THE END ALL
  21. Use all your tools 3 CONSIDER DIVERSIFYING YOUR BUDGET TO DEVELOP OTHER WAYS TO
  22. Use all your tools 3 MISTAKES UNEXPECTED CROSS- TEAM SYNERGY ACQUISITIONS EXTERNAL ENGAGEMENT INTERNAL ACCELERATORS SPIN-OUTS
  23. Use all your tools 3 STEP THREE: USE EVERYTHING, EVERYONE, EVERYWHERE
  24. Get dirty4
  25. Get dirty4 INNOVATION HAPPENS IN THE WAY WE DO THE LITTLE THINGS DAY TO DAY, NOT IN THE BIG
  26. STRATEGY AND VISION ARE CRITICAL Get dirty4
  27. BUT SUCCESS LIES IN DAY-TO-DAY CULTURE AND VALUES Get dirty4
  28. STEP FOUR: SETTING DIRECTION IS FINE, BUT IT’S MORE IMPORTANT TO GET Get dirty4
  29. Be Integrated, holistic & iterative 5
  30. Be Integrated, holistic & iterative 5 SPEAKING OF GETTING DIRTY, LEAN WORKS AS WELL FOR BIG FIRMS AS IT DOES FOR
  31. Be Integrated, holistic & iterative 5 JUST….BE LEAN ALREADY
  32. Be Integrated, holistic & iterative 5 AND STOP WITH THE BIG IDEATION PROGRAMS THAT LEAD NOWHERE OTHER
  33. Be Integrated, holistic & iterative 5 BE HOLISTIC
  34. Be Integrated, holistic & iterative 5 MAKE SURE YOU COVER YOUR LANDSCAPE & LIFE- CYCLE
  35. Be Integrated, holistic & iterative 5 STRATEGY INFRASTRUCTURE CULTURE RESOURCING INCULCATEIDEATEINCUBATEINNOVATE Have a plan for each quadrant
  36. Operating models in the wild: A QUICK CASE STUDY
  37. VISION Be recognized by clients & staff as a innovation leader in our market space WHERE WE WANT TO GO HOW WE GET THERE OUR COMPASS Leverage both incremental and disruptive innovation to drive client delight, excite our brand, develop new revenue streams, slash the cost base, and inspire and engage employees APAC Innovation Program Strategic Intent (2018) 37 We define Innovation as the commercialization of ideas. Our Innovation may be small and incremental or large and game changing. Innovation is often unsuccessful, and failure must be encouraged too. While it may be shepherded by a small group of designated evangelists, innovation must be owned by everyone at all levels or it will not become part of the firm’s DNA. KEY OBJECTIVES • Reboot operating model to facilitate & govern process • Make a real, visible commitment – marketing messages & budget / resource allocation • Develop and launch controlled Ideation program • Back 3-5 internal ventures • Develop open innovation program, focusing on FinTech start-ups VALUES Engagement, Commercial, Disciplined
  38. Ensure a fertile landscape for innovation STRATEGY INFRASTRUCTURE CULTURE RESOURCING GOALS Define and communicate a clear vision of why innovation matters, where we aspire to be because of innovation, and what success means tangibly. Agree on, indoctrinate, and live out the values that drive innovation. Agree on, rollout, and monitor a practical tactical mission and plan that will help us deliver our vision. ACTIVITIES • Define Strategic Intent (Vision, Mission, Values) aligned to platform and business goals • Define & execute Comms Plan • Align operational tactical plans to strategy • Measure / monitor strategy execution GOALS Ensure that the environment is as conducive to innovation as possible. ACTIVITIES • Budget and resourcing allocation • Innovation Labs • Ideation & Collaboration Tools • Incentives & other policies • Physical environment GOALS Create a culture that encourages innovative behavior. ACTIVITIES • Identify and coach out derailing behaviors • Formally celebrate / communicate success & failures • Propagate stories / legends GOALS Ensure that we have enough intrapreneurs with the right diversity of capabilities and in the right organizational roles (seniority & coverage) to instigate and drive change and remove staff who would derail the program. Also, ensure that we have the right partner set and sensing processes to drive innovation from the outside. ACTIVITIES • Organizational Design, role definition, & diversity strategy • Sourcing • Screening • Induction • Training • Mobility • Pruning
  39. Support the whole innovation lifecycle 39 INCULCATE IDEATE INCUBATE INNOVATE GOALS Use Culture, Staffing, Comms, Environment, & Infrastructure to drive day-to- day innovative thinking and behavior by empowering employees. They can do it. They have authority to do it. They have the space and time to do it. They have the tools and training to do it. They have the organizational tolerance of failure to do it. ACTIVITIES • Innovation Culture stewardship • Coordinate with staffing & leadership dev • Innovation & collaboration tools identification & deployment • Reporting & other communications • Intrapreneurial coaching & mentorship support GOALS Ensure a fluid, rapid flow of ideas from inside and outside, from top to bottom, and across the organization’s business lines and functions. Make it easy for anyone to find out to whom new ideas should go. Provide an infrastructure that allows the organization to ponder, capture, share, filter & qualify good ideas and to save ideas that are good, but not ready to incubate. ACTIVITIES • Manage ideation & collaboration tools & programs (and archive) • Problem statement definition & qualification • Drive External Innovation (competitors, customers, universities, wild cards, etc) program, linkages, and agreements GOALS Create space, budget, and project management support to convert good ideas into practical prototypes and pilots. Track, measure, and monitor projects and spend to ensure efficient and effective deliverables. ACTIVITIES • Manage R&D Labs • Manage skunk works projects & internal ventures • Lobby for and manage venture budget • Execute stage-gate and governance processes to qualify and monitor venture projects GOALS Transform the right set of prototypes into commercial change. Launch new products to market or implement organizational change on a wide scale. ACTIVITIES • Facilitate front-to-back business sponsorship from ideation stage through commercialization) • Oversee productionization / commercialization and change management • Internal sales and marketing • Track business benefits
  40. How we do it – business transformation plan (sample) 40 STRATEGY INFRASTRUCTURE CULTURE RESOURCING INCULCATEIDEATEINCUBATEINNOVATE INITIATIVES Project A Q4 LL Project B Q4 LL Project C Q4 AR INITIATIVES Project J DONE ET INITIATIVES Project S Q4 ET Project T Q4 ET INITIATIVES Project N DONE ET Project O Q4 ET INITIATIVES Project H DONE ET Project I Q4 ET INITIATIVES Project D DONE SP INITIATIVES Project E DONE SP INITIATIVES Project K DONE SP Project L DONE ET Project M Q4 ET INITIATIVES Project P DONE PS INITIATIVES Project G DONE KY INITIATIVES Project F Q4 ET INITIATIVES Project Q DONE PS INITIATIVES Project W DONE ET INITIATIVES Project U DONE ET INITIATIVES Project R Q4 ET INITIATIVES Project V Q4 PS
  41. Clarify your scale Widen your scope Use all your tools Get dirty Be integrative, holistic, iterative
  42. Any Questions?
  43. SHARE THIS DECK & FOLLOW ME(please-oh-please-oh-please-oh-please) stay up to date with my future slideshare posts http://www.slideshare.net/selenasol/presentations https://twitter.com/eric_tachibana http://www.linkedin.com/pub/eric-tachibana/0/33/b53
  44. CLICK HERE FOR MORE!!!!
  45. IMAGES LIFTED FROM JD HANCOCK DESIGN CONCEPT LIFTED FROM EUGENE CHENG

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