Guillaume herve corporate_ innovation_intrapreneurship_entrepreneurship_organic_growth
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Presentation highlights the importance of intrapreneurship and corporate entrepreneurship for companies seeking organic growth. It reviews how a top-down and a bottom-up approach must be planned to ensure sustainable long-term success. Provides several examples of companies successful at intrapreneurship (corporate entrepreneurship) and some key success factors.
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Guillaume herve corporate_ innovation_intrapreneurship_entrepreneurship_organic_growth
- 1. G3point0 Consulting Innovating in Large Organizations Guillaume Hervé President, G3point0 Consulting Author, Winning at Intrapreneurship
- 2. 2 www.g3point0consulting.com A little bit of background In the Corporate World: Business Executive & Serial INTRApreneur • Aviation • Healthcare • Software • Government • Public • Private High Tech & Software In the Start up World: Mentor With Startups & Accelerators Medical Technologies
- 3. www.g3point0consulting.com 3 Winning at Intrapreneurship 1 5 9 2 6 10 3 7 11 4 8 12 Battling the myth of entrepreneurship The dangers of the quick fix The sponsor, the gatekeeper, and the allies to survive Creating and mastering expectations The benefits of skillful change management Avoiding the materiality minefield The compounding cushion and the forecasting trap Preparing the startup for corporate exposure Rules for designing and positioning the new business Leveraging the parent company for strategic advantage The threat of the corporate immune system How to prevent a controlled descent into failure “Delivers practical and yet powerful insights on organizational behaviour and resistance to change.” Ben Minicucci, President & COO Alaska Airlines “Read this book before you try intrapreneurship at the office.” Mario Patenaude Vice President Human Resources, WorkSafe New Brunswick 12 LABORS to Overcome Corporate Culture and Achieve Startup Success
- 4. 4 www.g3point0consulting.com The rise of the entre- and intra-preneur Easy access to relatively cheap capabilities that used to be the domain (and competitive moats) of large companies Access to high performance and (relatively) cheap design and build solutions Access to very effective and (relatively) cheap distribution & funding solutions RISE OF THE INTRAPRENEUR
- 5. www.g3point0consulting.com 5 Exposed to entrepreneurship everywhere
- 6. www.g3point0consulting.com 6 Exposed to INTRApreneurship everywhere © 2016 G3point0 Consulting Just don’t know it
- 7. 10% Elixir guitar string (#1) 20% Gmail, Google Glass PlayStation Hackathons Spectrum Java (Oak) Onstar Saturn 400 15% Optical film Emerging Business Opportunities 25 new businesses in first 5 yrs HP Labs Telus Improvement Day, Telus Health Some corporations have adapted. Has yours? Cloud 9 eTailing Open innovation lab
- 9. 9 www.g3point0consulting.com Intrapreneurship is not entrepreneurship A B C New Co Sales Business Development Marketing Product Development Project Management Customer Service Human Resources IT/Travel/Admin Legal Finance Operations Manufacturing New Co New Co
- 11. 11 www.g3point0consulting.com Corporate innovators’ and intrapreneurs’ biggest challenge
- 12. 12 www.g3point0consulting.com When Top-down doesn’t meet bottom-up The intrapreneur The CEO, the CTO and senior leadership team The core business Your boss
- 13. 13 www.g3point0consulting.com The world has changed And YOUR business is not excluded
- 14. 14 www.g3point0consulting.com You’re never too big to fail Major airlines who did not adapt to Low Cost Carriers model
- 15. 15 www.g3point0consulting.com You are never too high tech and have too much IP to fail Samsung
- 16. 16 www.g3point0consulting.com Your brand is never too big to fail
- 18. 18 www.g3point0consulting.com Intrapreneurship in companies is about organic growth Go broader with customers you have Creating new lines of business to serve a broader part of your existing market(s) Go adjacent to your core to find new customers Creating a new business or line of business adjacent to your core business Go brand new to enter totally new market Entering a brand new market leveraging some core business expertize 1 2 3 Reinventing your current core business model Questioning your core beliefs to position your business for the future 5 Organic vs Partnerships & Joint Ventures vs Acquisitions Maintaining market leadership Questioning your key differentiators and where best to invest 4
- 19. Five Gears of Intrapreneurship • Managing the innovation process – Idea generation and selection – Eg. StageGateTM process & Lean startup methods, The Innovator’s Dilemma, Winning at Intrapreneurship • Matching core competencies to new opportunities – Business models – Eg. Jim Collins’ Built to Last, Richard Porter’s Porter model, Winning at Intrapreneurship • Launching new products or services – Successful introduction into the market – Eg. Pragmatic marketing framework & Lean startup methods • Lessons in entrepreneurship – Best practices from the entrepreneurship world – Eg. Lean startup method, Crossing the Chasm • Overcoming corporate obstacles via intrapreneurship – Best practices in corporate entrepreneurship – Eg. 4 models, Raynor Models, Winning at Intrapreneurship 2 1 3 4 5
- 20. www.g3point0consulting.com 20 Intrapreneurship goes beyond your company’s walls Your company must understand how it can leverage internal and external innovations and innovators Universitie s Innovation Centers Your Company Your Customers Incubators Accelerators Suppliers Partners
- 21. www.g3point0consulting.com 21 Top – Down : 6 steps to ensure strategic alignment 1. Securing the CEO support and senior leadership buy-in © 2016 G3point0 Consulting 2. Set your intrapreneurship vision. Broad guidelines • Code name “project beacon” Marry wireless communications with automobiles. 3. Define materiality for your business What size revenues matter? What level of profits/EPS matter 5. Change how you measure success (KPIs and reporting) 6. Embrace change management 4. How intrapreneurship will contribute to medium/long term • Enhance driver security and safety using wireless communications From Winning at Intrapreneurship
- 22. 22 www.g3point0consulting.com Intrapreneurship is not entrepreneurship A B C New Co Sales Business Development Marketing Product Development Project Management Customer Service Human Resources IT/Travel/Admin Legal Finance Operations Manufacturing New Co New Co
- 23. www.g3point0consulting.com 23 Bottom up Must have answers to basic questions What is your unique value proposition ? What are your core competencies ? What other markets/indust ries can benefit ? Can you make some money and scale ? Is it worth your company’s while ?
- 24. www.g3point0consulting.com 24 3 steps you can take tomorrow 1. Educate the leadership team on INTRApreneurship © 2016 G3point0 Consulting 2. Begin a corporate culture shift • Assess your corporate culture regarding risk taking • Find influential allies 3. Capture and support ideas • Engage senior leadership team • Establish a process (not complicated) Need some quick wins
- 25. www.g3point0consulting.com 25 Identify and manage the corporate immune system
- 26. www.g3point0consulting.com 26 Redefine failure • Microsoft Zune to compete with iPod • Zune launched in 2006 (5 years after iPod) • Generated $117 Million revenues in Q4 2008 vs iPod’s #3.37 Billion • Zune shut down in 2012 • Microsoft Revenues: $ 93.58 Billion (2015) – $117 = 1.25% • Not necessarily a failure....sometimes success is about knowing when to shut it down
- 27. 27 www.g3point0consulting.com Redefine failure “If you think that’s a big failure, we’re working on much bigger failures right now. I am not kidding. Some of them are going to make the Fire Phone look like a tiny little blip.” Jeff Bezos, CEO, Amazon Launched June 2014 3-D enabled smartphone running Fire OS (Kindle) Share of lucrative smartphone market Shut down May 2016 $170 Million write down
- 28. www.g3point0consulting.com 28 Thank You Guillaume Hervé gherve@g3point0consulting.com +1 514-573-5464 www.g3point0consulting.com G3point0 Consulting Ensuring your strategic, intrapreneurship, entrepreneurship success
- 29. “Delivers practical and yet powerful insights on organizational behaviour and resistance to change.” Ben Minicucci, COO Alaska Airlines “A practical guide for innovators and business leaders.” Tom Paterson, Senior Vice President, Fednav Ltd “Read this book before you try intrapreneurship at the office.” Mario Patenaude Vice President Human Resources, WorkSafe New Brunswick “A Proven approach to building intrapreneurhsip.” Susan Foley Managing Partner, Corporate Entrepreneurs LLC “Required reading for any tech exec.” Bruce Stamm, Vice President, Products Strategies Technologies “Finally! A clear roadmap on how not to fail when a major corporation wishes to expand into a new venture.” Dany Bélanger, General Manager, HJ O’Connell “Essential reading for budding entrepreneurs and seasoned corporate executives alike.” Dan Magee, Director Strategic Markets, Saab “Finding innovation hard? Read this book.” Stéphane Vermette, Director Yellow Pages Canada “This book goes into great detail on how to do things right - as a leader and as an organization.” Nasos Makriyiannis, Managing Partner, Komand Consulting
Editor's Notes
- Entrepreneurs everywhere Social media has given entrepreneurship significant exposure Entrepreneurship as an exciting and alluring option with the potential for high financial rewards The success of companies like Facebook, Uber, Air BnB, SnapChat, Twitter and many others in retail (Frank & Oaks, Lightspeed), high technology, and other domains have positioned entrepreneurship as an exciting and alluring option with the potential for high financial rewards. The failure rate reality of at least 80% is seldom discussed as the downside. AirBnB: Controls more rooms than world’s largest chains, Projects approximately 1.5 million rooms by end 2016, The closest competitors are big hotel chains at 700K to 1 Million room Uber: 1 Million rides daily (2015) , Approximately $11 Billion in bookings
- The success of companies like Facebook, Uber, Air BnB, SnapChat, Twitter and many others in retail (Frank & Oaks, Lightspeed), high technology, and other domains have positioned entrepreneurship as an exciting and alluring option with the potential for high financial rewards. The failure rate reality of at least 80% is seldom discussed as the downside. You must make intrapreneurship SEXY
- The Innovator’s Dilemma , Clayton Christensen Once a company has established itself, it tends to:
- The Innovator’s Dilemma , Clayton Christensen Once a company has established itself, it tends to:
- Engage senior leadership team // Discuss the need for diversification and growth in new areas (versus danger of over focusing on core) // Make INTRApreneurship part of the strategic plan Create a sense of urgency // Assess your corporate culture regarding risk taking // Seek ideas (from within and from outside) Establish a process (not complicated) // Set funding aside // Ensure give feedback // Learn and improve