How big businesses can innovate like start ups through Intrapreneurship
•Download as PPTX, PDF•
2 likes•793 views
Innovation is hard! Necessary, but hard. The number one reason why organisations fail at innovation is generally the organisation. Culture, systems, processes and behaviours can be the greatest inhibitor. Intrapreneurship (the pursuit of intrapreneurial behaviours but within the corporate setting) is an approach that allows organisations to exploit the creativity and talents within their organisation whilst in side-stepping the barriers.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to How big businesses can innovate like start ups through Intrapreneurship
Similar to How big businesses can innovate like start ups through Intrapreneurship (20)
Recently uploaded
Recently uploaded (20)
How big businesses can innovate like start ups through Intrapreneurship
- 1. OPEN MIC : HOW BIG ORGANISATIONS CAN INNOVATE LIKE STARTUPS
- 2. CREATED BY: Mike Allen of Everything Brilliant (starts with an idea) @Brillianttideas www.everythingbrilliant.co.uk
- 3. “Felix, here’s an idea. How about we get you to the edge of space and you jump. What do you think”?
- 4. About me….. - Innovator - Speak, blog about and help organisations innovate - Partner in a idea management software business - I ‘walk the talk’ and share all my ideas online Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 5. Why I share my ideas - All things are difficult before they become easy - While you can invent on your own, you can’t innovate on your own - The idea is first and easiest step - People are significantly more likely to share their ideas with you Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 6. Hacked ideas - Brilliant Idea #207. How about tattoo ink that deliberately fades - #172. TV Talent contest, but where the contestants busk in-front of the public - #79. Hack the coffee stall. Mobile coffee stall with a stage for a busker and the coffee comes free - #69. The special Christmas edition of a Mars Bar - #182. Pizza sandwiches Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 7. Product ideas - Brilliant Idea #218. Deodorant that is activated by sweat - #204. A smartphone app that acts as a magnifier glass - #199. Digital signage for sporting events that shows local ads - #149. Man-kit button repair - #139. The 24 hour breakfast radio show - #90. Drone guards for road workers - #42. Idea Creche - #68. Facebook ‘Like’ point of sale for retailers - #24. Mobile drum machine Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 8. Problem solving ideas - Brilliant Idea #198. Re-using the heat from the dishwasher to dry the dishes - #122. Potbot (a robot that fixes cracks and potholes) - #99. Homes from decommissioned ships Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 9. Better World ideas - Brilliant Idea #221 The 4 day work week in the summer months - #194. Charging restaurants for food waste - #177. Rapid degrading packaging for cigarettes - #123. Turning abandoned buildings into urban forests - #102. Healthy workplaces. Making it as socially unacceptable to come to work with a cold as it is to come to work drunk - #44. Care Share Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 10. About you….. - You work for a mature organisation that has an innovation problem - You’ve innovated, but not consistently and not fast enough Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 11. Innovation..... - Solves problems for individuals, organisations and communities - Delights us and improves our lives - Makes fortunes, generates value and drives growth - Is the ultimate human resource - Innovation has never had a greater currency (but the speed at which innovation can become obsolete is faster than ever) Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 12. Innovation is simple, BUT... it isn’t EASY... Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 13. The innovator’s paradox “Survival today requires coherence, co-ordination and stability. Survival tomorrow requires the replacement of those erstwhile virtues” Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 14. Disruptive Innovation Is even harder…
- 15. Jeff Bezos, Amazon CEO “if you are doing disruptive innovation…expect to be misunderstood for a very long time” Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 16. Jocelyn Goldfein “really innovative ideas are roughly indistinguishable from dumb ideas” Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 17. Disruption is Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 18. It doesn’t have to be a It isn’t always start-ups disrupting established industries and business models Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 19. The disruptors will eventually be disrupted Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 20. Self-disruption If you are one of those established organisations it doesn’t mean that it’s a lost cause. Copyright Michael Allen, EverythingBrilliant.co.uk 2014 The Dutch company Seats to Meet disrupted themselves by stopping charging and made it free! http://theserendipitymachine.com
- 21. Self-disruption-ish Removed sweets and chocolates from the queues at their checkouts Intel stopped sourcing components from countries in conflict Copyright Michael Allen, EverythingBrilliant.co.uk 2014 Telsa would not sue for copyright infringement if their technology was being used in ‘good faith’
- 22. Disrupting Innovation How does your organisation innovate? Every organisation innovates, but although ideas may come from customer feedback or listening to employees, most innovation comes from the senior team. You won’t disrupt this way! platform networks Open Innovation platforms source ideas and solutions from the public – normally in return for a prize consultancy Others hire a consultant or R&D or creative agency who might then form a network of people to develop ideas, but of course the problem is generally in the execution not the ideas so if you rely on business as usual execute your likely to get more of the same Ideas Management Increasingly they are inviting staff and customers to submit ideas and the organisation decides which to keep and progress platform ? networks This model brings networks of innovators but inside the organisation
- 23. How? The pursuit of entrepreneurial behaviours in the corporate setting Intrapreneurship Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 24. Where... Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 25. Who are your Intrapreneurs? Inquisitive Spice Copyright Michael Allen, EverythingBrilliant.co.uk 2014 High-risk Spice Disagreeable Spice Creative Spice Mover & Shaker Spice
- 26. What’s essential The conditions that are needed for intrapreneurship to work; - Commitment from the Business Leaders - Money to develop the ideas - Governance - Guidance. …. Which leads me to the Canvas Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 27. The Idea 2 Innovation Business Model Canvas What is it and how does it work (and what isn’t it…it isn’t a process, or bit of software – software can help, but first and foremost it’s an approach) The next four slides introduces the canvas, which as I said, is the dry bit Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 28. i2i Business Model Canvas Idea Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult. Function What problem does your idea solve? Solution How does your idea solve the problem? What are the key features? How does it work? How does it differentiate between other existing solutions? What makes your idea valuable and compelling? Copyright Michael Allen, EverythingBrilliant.co.uk 2014 Idea Owner: ______________________________ Date: __________ GO / NO-GO
- 29. Idea Commercial Alignment How does this idea align to the organisation’s commercial objectives? Who is the target user? How much money will it make / save Key Activities How does this idea link to the organisation’s strategic objectives? Key Resources Idea to Prototype Strategic Alignment Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult. What are the key activities that need to be done to develop this idea Other than you and your team, what resources do you need to develop this idea Function What problem does your idea solve? Solution How does your idea solve the problem? What are the key features? How does it work? How does it differentiate between other existing solutions? What makes your idea valuable and compelling? Idea Owner: ______________________________ Date: __________ Help Help Help Help i2i Business Model Canvas GO / NO-GO Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 30. Idea Commercial Alignment How does this idea align to the organisation’s commercial objectives? Who is the target user? How much money will it make / save Key Activities How does this idea link to the organisation’s strategic objectives? Key Resources Idea to Prototype Strategic Alignment Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult. What are the key activities that need to be done to develop this idea Other than you and your team, what resources do you need to develop this idea Function What problem does your idea solve? Solution How does your idea solve the problem? What are the key features? How does it work? How does it differentiate between other existing solutions? What makes your idea valuable and compelling? Socialising your idea Socialising your idea will prompt questions / insights / improvements so this will be an iterative process before submission for a go / no-go decision Some ideas will run out of steam and never get socialised. The idea raiser is better informed for next time GO / NO-GO Idea Owner: ______________________________ Date: __________ Help Help Help Help i2i Business Model Canvas GO / NO-GO Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 31. Idea Commercial Alignment How does this idea align to the organisation’s commercial objectives? Who is the target user? How much money will it make / save Key Activities Prototype Help Business case to prototype How does this idea link to the organisation’s strategic objectives? Key Resources Idea to Prototype Commercialise Strategic Alignment Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult. Do we have the right distribution partners? Our key Partners are: What are the key activities that need to be done to develop this idea Other than you and your team, what resources do you need to develop this idea Build Build the innovation taking into account the findings from the prototype Perform the prototype / test and record the results. Did it meet the expectations in the business case? Do you need to recalculate the business case? Are your target users involved in the testing? What’s the business case to prototype the idea? What will it cost? Who will sponsor it? Do we have the appropriate partners in place to test it? Is the funding in place? Function What problem does your idea solve? Solution How does your idea solve the problem? What are the key features? How does it work? How does it differentiate between other existing solutions? What makes your idea valuable and compelling? Socialising your idea Some ideas will run out of steam and never get socialised. The idea raiser is better informed for next time Prototype to Innovation Socialising your idea will prompt questions / insights / improvements so this will be an iterative process before submission for a go / no-go decision GO / NO-GO GO / NO-GO Idea Owner: ______________________________ Date: __________ Help Help Help Help i2i Business Model Canvas Help GO / NO-GO Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 32. First steps - Find your intrapreneurs - Challenge them - Support and mentor them (or get them help and support) - Don’t stop. This takes time Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 33. Final thoughts Connect to me if you want to know more @Brillianttideas Skype me, m1chaelallen Follow my blog everythingbrilliant.co.uk and download the canvas, http://everythingbrilliant.co.uk/i-2-i-business-model-canvas/ Thank you Copyright Michael Allen, EverythingBrilliant.co.uk 2014
- 34. OPEN MIC : HOW BIG ORGANISATIONS CAN INNOVATE LIKE STARTUPS
Editor's Notes
- One of my favourite images and WOW, what an idea. It wouldn’t have been possible without a load of innovation, but Everything Brilliant starts with an idea!
- - I’d consider myself an innovator. I have founded three businesses and numerous products I blog, speak and help organisations to innovate which spans from innovation strategy to ideation training I’m a Partner in an idea management software business which supports anything from free idea competition tool for social tools like facebook to crowdsourcing platforms for employees and consumers I walk the talk and share ALL my ideas online, but more of that in a second You can connect to me. My blog is called EverythingBrilliant as in Everything Brilliant started with an idea. You can follow me on twitter @BrillianttIdeas (note the double t) or on facebook.com/everythingbrilliant
- 1. All things are difficult before they become easy (Thomas Fuller). Sharing ideas is difficult. It requires you to discard a very natural instinct which is to protect and cosset something that is valuable and dear to you. Like many natural and instinctive behaviours, it’s actually very narcissistic and unhealthy. The more you do it, the easier it becomes so go on, start to share them. 2. While you can invent on your own, you can’t innovate on your own. Innovation needs a crowd and when you share good ideas, a crowd will gather and the more that crowd invests in supporting and shaping the idea , the greater the odds of it gaining momentum and ultimately happening (and if there is a flaw you’ll discover it early) 3. The idea is the first and easiest step. Innovation is all about the execution and if you can take one of my ideas and execute, good luck to you. Can have all of my ideas! 4. People are significantly more likely to share their ideas with you. Which is a privilege, but like all privileges, it comes with responsibilities (so read my essential guide to listening to ideas here)
- So, I’ve introduced myself and laid some of my precious ideas to bare, what about You? Sorry, this isn’t the presentation for start-ups. It’s about instilling start-up cultures within existing businesses but it’s not about starting-up
- Innovation, what’s the big deal? The last two bullet points I want to mention. The ultimate human resource
- Innovation is simple, “it’s the commercialisation of ideas”, BUT It isn’t easy.
- The #1 reason an organisation might find it hard to innovate is probably the organisation! Organisational structures and culture are built to support coherence, co-ordination and stability (and therefore guard against risk, failure, deviation and disruption. All of those things are essential for innovation.
- There’s arguably no better example that the serial disruptors, Amazon. Not intent with just disrupting the business of selling books, they disrupted the business of reading books with the kindle, and indeed the business of publishing books, watching films, making films, streaming music which arguably disrupts the business THEIR business of selling music and that’s before we even start with the Amazon marketplace - arguably another example of where they are disrupting their own business by offering products from other vendors – a 2nd hand book rather than a new book
- Jocelyn Goldfiein, was with Facebook now a VC The Innovators dead-end. I blogged about it here, http://everythingbrilliant.co.uk/innovation-dead-end/
- It’s always happened and it always will. The cross-bow disrupted the bow and arrow. Fridges disrupted the ice house. Desktop publishing disrupted traditional publishing. Nothing has changed but the rate at which disruption is happening. Just 5 years ago could you have imagined… Your high-street with no banks? Your landline telephone would become virtually redundant? When you bought your first satnav that you proudly attached to the windscreen in your car would you have considered that within 10 years it would be virtually obsolete because your phone would do the same thing/ Could you have imagined a time when we didn’t need to buy a PC? (yet sales month on month are in decline?)
- Easyjet disrupted the airline business…we all know that, but in reality they disrupted the large carriers ability to make money, they also changed the market – by making it more affordable they dramatically changed people’s ambitions to travel which in turn dramatically increased the size of the market. An established player could have done that, but they would have had to take the risk of cannibalising their revenues and profits to achieve it And just as iTunes disrupted the business of selling recorded music…
- iTunes sales and tumbling because of the shift to streaming music (like Spotify) so the disruption was temporary http://everythingbrilliant.co.uk/disruptors-eventually-become-susceptible-disruption/
- Examples of established businesses that have disrupted themselves are hard to find for sure..but it is possible One of the most inspiring examples, and a book I couldn’t recommend enough is the Serendipity Machine. The book describes a business, whose model was to provide managed serviced offices and places where you can book a table in order to meet. This part of the business is called seats2meet and followed the normal business model that you would expect – you book a table for the number of guests you were meeting and paid by the hour. The normal refreshments were also available to buy. They then took the very normal, profitable business model they had, and deliberately disrupted it. They did this by making it free AND they even provided coffee and lunch for free. At seats2meet there really is a free lunch! Why on earth did they do that? Why would you give away something that everyone expects to pay for? The starting point was a brilliantly simple insight, which was that the ‘experience’ – the ‘value’ wasn’t the seat and table it was if you like happens not when you arrange to meet someone, but when you meet someone by accident – serendipitously. If you think about when you go to a conference, quite often the most interesting people are people you meet at the coffee queue, or the person you sit next to when you are trying to eat lunch. So while you can’t create serendipity (the guy next to you in the queue might be an idiot) you can create the opportunity for those serendipitous meetings, and by making coffee and lunch free, that’s the opportunity. You can read this book in an hour or two, and I wholeheartedly recommend it. You can buy it from this link, http://theserendipitymachine.com/ but in the true spirit of serendipity, if you promise to share it if you like it (which is precisely what I am doing now), you can have it for free! The anti-café Office on the ipad for free Apple hardly grew for 20 years, they had to disrupt themselves http://everythingbrilliant.co.uk/the-serendipity-machine-bookreview/
- The most important one being Telsa – do you remember me talking about EasyJet disrupting the marketplace BUT in doing so increasing it dramatically. The existing automotive industry has the ability to boost innovation by unlocking their vault of patents, but it took Telsa, the disruptor to do it because they recognise it will increase the size and pace of the electric car industry. http://trendwatching.com/trends/brand-sacrifice/
- This is my management consultants slide!
- Google 20%. Gmail is perhaps the most well done project W.L. Gore (Goretex). 10% of employees time to work on idea and projects, one of which resulted in Elixor guitar strings Texas Instruments. New technology that transformed the cost and performance of the digital projector Sony. The Playstation was the result of intrapreneurship
- Intrapreneurs already exist in your organisation. They may not know it, but they are there. Innovators and intrapreneurs typically are: hgaj Disagreeability – the person that is seen to be crazy – the person that disagrees when people say “yeh, but the problem there is….”. The kind of people that possibly don’t get invited onto projects
- Commitment from the Business Leaders Money to develop the ideas Governance Guidance. …. Which leads me to the Canvas. Innovating is hard so at the very least let’s be sure t
- Find you intrapreneurs. I can help you with a questionnaire that identifies the right profile of people Give them a call to action, a challenge, something to get them started
- Notice the double t in brilliant