the Alcatel-Lucent bootcamp is a famous intrapreneurial initiative put in place a few years ago. Olivier Leclerc is supervizing it. He gave the presentation at the Intrapreneurship Conference 2012 (Paris, Dec 13)
Linear technology case analysis dividend payout policyHimanshu Gulia
it is a presentation on case analysis of the case dividend payout policy of linear technology and about its decision whether it should pay more dividend or keep it constant
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Linear technology case analysis dividend payout policyHimanshu Gulia
it is a presentation on case analysis of the case dividend payout policy of linear technology and about its decision whether it should pay more dividend or keep it constant
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Manzana Insurance is the second largest insurance company founded in California in 1902. • They operated through a network of autonomous branch offices in California, Oregon and Washington. Each branch is treated as a separate profit and loss centre. • Manzana does not directly interact with public but instead has its 2000 agents who represents Manzana. • Fruitvale was one of the Manzana’s smaller branches, with 3 underwriting teams and 76 agents. Our case concern is the falling performance and hence the profitability on Property Insurance for this branch.
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customer’s perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. “Exhibit 16” shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
Monetize diferentiate and create value for your customers short versionIulian Costea
MOBILE OPERATOR COMPONENTS FOR A SUCCESFUL STRATEGY - CUSTOMER EXPERIENCE SHOULD BE AT THE CORE OF YOUR BUSINESS - CUSTOMER INTIMACY IS THE MOST VALUABLE ASSET FOR AN OPERATOR - CUSTOMER EXPERIENCE IS THE SECRET WEAPON TO DEFEND THE OTT THREAT - PROTECT YOUR REVENUE BY DEPLOYING REAL-TIME CHARGING CAPABILITIES INSIDE YOUR NETWORK - CONTROL YOUR NETWORK COSTS BY MANAGING PROPERLY THE DATA TRAFIC INSIDE YOUR NETWORK THROUGH YIELD MANAGEMENT
Manzana Insurance is the second largest insurance company founded in California in 1902. • They operated through a network of autonomous branch offices in California, Oregon and Washington. Each branch is treated as a separate profit and loss centre. • Manzana does not directly interact with public but instead has its 2000 agents who represents Manzana. • Fruitvale was one of the Manzana’s smaller branches, with 3 underwriting teams and 76 agents. Our case concern is the falling performance and hence the profitability on Property Insurance for this branch.
corporate strategy
Newell started as Curtain rod manufacturer in 1902
1917 – Supplier to Woolworth stores
1921 – Leonard Ferguson at Newell, Owner in 1937
1950 – Dan Ferguson (son of Leonard and Stanford MBA) as CEO. Revenue 10 mln
1967 – First Strategy for Newell – Focus as market for hardware and do-it-yourself products to volume merchandisers
1969 – First non-drapery hardware acquisition
1972 - Public Company – Funding for new products by acquisition
Two-Pronged Strategy
Manufacture low-technology, nonseasonal, noncyclical, nonfaschionable products for volume retailers by acquisition and then streamlining, focussing and making the division profitable, increasing operating margins > 15%
Strategy for consolidation and centralization to achieve effectivess
Changed strategy for individual divisions responsible for manufacturing and marketing but was centrally controlled by admin, legal and treasury systems
1997 – Revenues of 3.23 billion. Clients like Walmart which gave 15% of business, top 10 clients accounting for 40% business
Through 1997, 10 year average return to investors 31% (Vs S&P 500 only 18%)
Ducati has built its brand image as the sports bike manufacturer. Ducati has captured a huge portion of the market in all four categories of the sports bike. They concentrate on dominating a niche Performance-driven motorcycles, lighter frame, forward-leaning eat position, significant handling capabilities, on the other hand, luxury of comfort is sacrificed. However, in the current business situation, Ducati is facing a high competition from its rival bike manufacturers in heavy and cursing bike categories. Customer’s perception regarding repeat acquiring a bike from the same manufacturer has changed since 2000. “Exhibit 16” shows that customers of Harley-Davidson and BMW are more interested in buying bikes from them repeatedly, which is increasing the competition for Ducati to retain its current customers. Ducati is showing a steady growth and profits in its relevant market, but it is not enough to sustain in the industry for a longer period. Hence, the main issues are potential stagnant growth for the company. Should Ducati enter the cruiser market? Will entering the cruiser segment, and broadening Ducati's traditional niche, help them sustain the profitable growth of the organization?
Newell’s goal is to increase its sales and profitability by offering a comprehensive range of products and reliable service to the mass retail channel. Newell has chosen to develop its product line through key acquisitions, rather than internal organic growth. The strategy succeeds based on their two pronged approach of following an established acquisition process (Newellization) and ensuring corporate continuity across the division to support its performance in the market. This strategy helps Newell successfully diversify their portfolio of products for mass retailers.
Monetize diferentiate and create value for your customers short versionIulian Costea
MOBILE OPERATOR COMPONENTS FOR A SUCCESFUL STRATEGY - CUSTOMER EXPERIENCE SHOULD BE AT THE CORE OF YOUR BUSINESS - CUSTOMER INTIMACY IS THE MOST VALUABLE ASSET FOR AN OPERATOR - CUSTOMER EXPERIENCE IS THE SECRET WEAPON TO DEFEND THE OTT THREAT - PROTECT YOUR REVENUE BY DEPLOYING REAL-TIME CHARGING CAPABILITIES INSIDE YOUR NETWORK - CONTROL YOUR NETWORK COSTS BY MANAGING PROPERLY THE DATA TRAFIC INSIDE YOUR NETWORK THROUGH YIELD MANAGEMENT
Presentatie van Alcatel - Lucent die gebruikt is tijdens de Vision Meeting 'Intrapeneurship: wat leert ons de praktijk?.
Bron: Acatel - Lucent | Guido Petit
Smartphones and Tablets are the key stimulator for innovations in the area of Product Mobility. But how to bridge between the innovation cycles of mobile apps and product development. How can you manage the complexity without losing the users and running into exploding project efforts?Please find linked to my profile a presentation held at Droidcon NL last week with examples that demonstrate the key challenges to cope with when integrating Apps to a Product Development environment.
Mobile / Mobile Apps - Presentation by Philipp Kandal, Founder of Skobbler at the NOAH 2012 Conference in San Francisco, Four Seasons Hotel on the 26th of June. www.noah-conference.com
Advertising - Presentation by Andreas Bodczek, Co-Founder & CEO of SponsorPay at the NOAH 2012 Conference in San Francisco, Four Seasons Hotel on the 26th of june. www.noah-conference.com
Why Big Corporates & Small Start-Ups Can Benefit From Doing Business Together...Jean-Yves Huwart
Add value to corporations - It’s all about connecting outcome with curated experience to ensure innovation!
Coworking Europe Conference 2018, Amsterdam, Day 1
#CoworkingEU
Flex: How is it Impacting The Traditional Broker? -- Sven BertensJean-Yves Huwart
How real estate brokers need to re-invent their own business model in order to address the challenge and opportunity brought by the rise of the coworking model?
Coworking Europe Conference 2018, Amsterdam, Day 1
#CoworkingEU
Coworking Places to Innovation Districts -- William StockmanJean-Yves Huwart
As Urban Economist for the City of Amsterdam, William Stockman presents how coworking integrates into the vision and impact of Innovation Districts for Amsterdam.
Coworking Europe Conference 2018, Amsterdam, Day 1
#CoworkingEU
Let's build business together -- Marjan BlumbergJean-Yves Huwart
As the Global Brand Lead of B. Building Business, Marjan Blumberg introduces B. Amsterdam and the B. Group story.
Coworking Europe Conference 2018, Amsterdam, Day 1
#CoworkingEU
Coworking in Asia - The fastest pace of growth in the worldJean-Yves Huwart
Honey J. Kathuria is the founder of Kowkr, a platform based in Hong Kong and Mumbai listing coworking and shared office spaces. Asian coworking brands are in the steps of WeWork and the number of square meters dedicated to coworking is growing very fast.
Coworking space takeover - The Pacific Workplaces business caseJean-Yves Huwart
Laurent Hollande is the CEO of Pacific Workplaces and of CloudVO. He shared the experience of Next Space coworking space's takeover by his serviced office company, in Northern California.
Then Living Room is a growing community of workers and expats located in Malaga, Andalusia. Pitch given at the Coworking Europe 2017 Pitching Contest, in Dublin.
2. ALCATEL-LUCENT
AT A GLANCE
1000+ 2011
TR50
Most
2,655
patents in 2011 2011
CUSTOMERS revenues Innovative 29,133 Adjusted
(NETWORK OPERATOR)
€15.7b Companies 2012 active patents operating
margin
1M+ 7
3.9%
NETWORKS
Nobel 76,000 130+
prizes employees Collaborate 2011
countries
with
100+ R&D/Sales
nationalities 250+ 15.7%
universities
DJSI leader in
Technology
400G IP DSL vectoring Carrier cloud Motive Customer lightRadio 400G photonic XRS Core router
Experience
3. INDUSTRY TRENDS
A FAST-GROWING INDUSTRY
+30% +32% +346% +990%
FIXED BROADBAND MOBILE WI-FI M2M
CONNECTIONS CONNECTIONS PUBLIC SPOTS DEVICES
7.3 Billion
691 5.5 Billion
5.8 Million
532 Million 1.3 Million 12
1.1
Million Billion
Billion
2011 2015 2011 2015 2011 2015 2011 2015
+129% +134% +98% +879%
APPLICATIONS SMARTPHONE PUBLIC CLOUD MOBILE VIDEO
DOWNLOADS SALES REVENUE CONSUMPTION
41.7 1
428 4.2
18.2 Billion Billion
Million 89.4 Billion 177 Billion 429 Billion
Billion Million
2011 2015 2011 2015 2011 2015 2011 2015
4.
5. SET YOUR “INNOVATION GOAL”
New
Markets
Low Risk,
High Risk,
Many
High Reward
Competitors
Existing New
Technology Technology
Customer High Risk,
Experience, Defensive
Cost Savings Strategy
Existing
Markets
8. INTRAPRENEURS
Intrapreneurs*, like their entrepreneurial
counterparts, have the need to imagine and create an
idea.
But instead of convincing foreign investors and risking
their personal assets, the intrapreneur need to create
a good team within your company to successfully
launch new products.
(*) The term “intrapreneur” was coined Gifford and Elizabeth Pinchot,
who cited Macrae’s 1976 article as their inspiration.
9. HAVE THE FULL INNOVATION MANAGEMENT
PROCESS IN PLACE
Share-ID Sharpen-ID Shape-ID Grow-ID Monetize-ID
Business Division
Internal Venture
F2F Boot Camp
Idea Capturing
Incubation
Customer Customer
Seed Opportunity Investment
Contacts Contracts
readiness readiness readiness
10. Inspiration
Call for Ideas: Idea Submission &
Employee Collaboration
Team Building, Dating Event
(F2F & online)
Creation of Business
Plan: training/coaching at
#locations
Pitch at local &
global final event
(MC)
Incubation
Ventures
?
11. MAKE IT A CHALLENGING ONE
LINKED TO CORPORATE STRATEGY
12. INVOLVE THE WHOLE ORGANISATION
FROM CEO …
• Call for Ideas by CEO
• Give on-line feedback, during employee collaboration
• Presence at Final Event
• Overcome silo-mentality, not invented here-syndrome
15. INNOVATION BOARD
• Cut the red tape
• Do not try to decide based on consensus
• Projects that deserve support should be quickly expedited
INVOLVE AN EXTERNAL PARTY
• Good cop – Bad cop
• Trust
• Another view, not company-biased
• Business school, VC, Business Angel, …
16. Inspiration
Call for Ideas: Idea Submission &
Employee Collaboration
Team Building, Dating Event
(F2F & online)
Creation of Business
Plan: training/coaching at
#locations
Pitch at local &
global final event
(MC)
Incubation
Ventures
?
21. CREATING THE BUSINESS PLAN
customer value
curves competitive arena
business model
format technology value chain
evolution path
value proposition earnings model
go to market strategy
cash curve
business business
business model
I roadmap model case financial roadmap II
Business Opportunity Plan
team &
team rollout
III competencies
action/work plan
IV
roadmap profile plan (short/medium term)
mile stone planning
team roles
are you an entrepreneur?
Time to Market/Time to Profit
alliance/cooperation profile
competencies profiles path for validating assumptions
& gap analysis
28. ANSWER THE “WHAT’S IN FOR ME?”
Education Business
New career New service
Transformation New product
Networking Incubation
Opportunity
Mini-MBA
Plan
29.
30. NEEDED SKILLS OF THE INTRAPRENEUR
• Conviction
• Passion
• Drive
• Persuasion
• Social skills
• Company politics
31. INTRAPRENEUR'S 10 COMMANDMENTS
BY GIFFORD PINCHOT (1985)
1. Come to work each day willing to be fired.
2. Circumvent any orders aimed at stopping your dream.
3. Do any job needed to make your project work, regardless of your job description.
4. Find people to help you.
5. Follow your intuition about the people you choose, and
work only with the best.
6. Work underground as long as you can publicity triggers the corporate immune
mechanism.
7. Never bet on a race unless you are running in it.
8. Remember it is easier to ask forgiveness than to ask permission.
9. Be true to your goals, but realistic about the ways to achieve them.
10. Honor your sponsors.
•Ask for advice before asking for resources.
•Express gratitude.
•Build your team; intrapreneuring is not a solo activity.
•Share credit widely.
•Keep the best interests of the company and its customers in mind, especially when you have to bend
the rules or circumvent the bureaucracy.
•Don't ask to be fired; even as you bend the rules and act without permission, use all the political skill
you and your sponsors can muster to move the project forward without making waves.
35. SOME (ADDITIONAL) FINAL THOUGHTS
• Ideas are useless unless used. The proof of their value is in their
implementation. Until then, they are in limbo.
• Ideas without action are worthless. Action is the foundational key to
all success.
• The creative process does not end with an idea. It only starts with an idea.
• Genius is 1% inspiration and 99% perspiration.
• There have been many fine scientists desperately trying to become poor
businessmen.
• Three factors lead to better performance and personal satisfaction:
autonomy, mastery, and purpose.
Editor's Notes
The Bubbles contain key statistics about Alcatel-Lucent and the line below shows key innovations for Alcatel-Lucent in the last 18 monthsAdded Motive and customers/networks statistics from next slide as per Gary request Note: changed financials as per Tom and Frank:Revenues including Genesys of €15.7B and 4% Operating Margin orRevenues excluding Genesys of €15.3B and 3.4% Operating MarginTom M. BevilacquaAlcatel-Lucent Investor RelationsEmail: thomas.bevilacqua@alcatel-lucent.comOffice: (908) 582-7998 Mobile: (908) 723-1831 We should use including Genesys to get 3.9% of Adj. OP in 2011. Our 2012 guidance is based on the 3.9%.Frank Maccary.
Broadband Traffic is growing, why?Improve devices, better connectivity, more compelling applications (video, social networks, M2M), Regulatory elemnts (spectrum, refarming, digital dividend) and increasing number of connections (fixed and mobile penetration)What are the main trends in the Telecom industry? Even though there is a global view, think it is important to reflect differences between developed and emerging markets at this time. FIXED: The total number of Consumer Fixed Broadband Connections, End of Year, Worldwide, 2008-2015 (Forecast Analysis: Consumer Fixed Voice, Internet and Broadband Services, Worldwide, 2008-2015, 4Q11 Update, Nov 2011- Gartner) 2011 - 532M 2015 - 691 MTOTAL MOBILE CONNECTIONS : Gartner numbers, March 2012 forecast for mobile connectionsWIFI PUBLIC SPOTS: Increasing density of WiFi networks, spreading to a next generation of hotspots locations retail outlets, wider areas, cities, etc . The number of hotspots is expected to increase from 1.3Million in 2011 to 5.8 Million in 2015, as per Informa, telecoms and Media forecast . an increase of the order of 350% (Source: Wireless Broadband Alliance WBA Report and Informa, Global Development sin WiFi, September 2011)APPLICATION DOWNLOADS: Growth in the content market shows no signs of slowing down. Ovum indicated that during 2009 2.7 BILLION APPS WERE DOWNLOADED. This figure reach over 18 billion in 2011 and it will reach 41.7 billion in 2015. (Source: OVUM, September 2011) SMARTPHONES Sales: Total number of smartphones sales units purchased by end-users (Source: PYRAMID SMARTPHONE FORECAST — NOVEMBER 2011)2011 – 428M2015 – 1.059 billionApproximately 70% of total handset sales and nearly half of smartphone sales in 2012 will come from emerging markets (Pyramid research SMARTPHONE FORECAST — NOVEMBER 2011)DATA MOVING TO CLOUD - Increasing cloud usage and storage. To grow 5x over next 5 years (source Mylene?)There is emerging a trend to have several types of cloud: personal, hybrid, public. Also analysts are sizing different segments of cloud differently. These figures refer to the PUBLIC CLOUD. Based on Gartner's sizing and forecast of cloud services at a worldwide level (Source: Cloud Services, Worldwide, 2010-2015 (Billions of Dollars), June 2011). Total Public cloud will growth from $89.4 billion in 2011 to $176.8 billion in 2015 . As a contrast point, ENTERPRISE CLOUD REVENUE: Yankee Group forecasts that Enterprise cloud services are converging with mobile applications and device diversity, and the revenue for enterprise cloud services is increasing from US$7 billion in 2009 to 12 billion in 2011 (Yankee Group Enterprise Service forecast March 2011)Ubiquitous Broadband and Multiple devices are driving demand for PERSONAL CLOUD. Consumers expect to be connected to all devices, all the content all the time. However current OTT approach is fragmented – different non-seamless offerings from Apple, Amazon and Google which opens up opportunities for SPs.Tablets:In 2011, the number of mobile-connected tablets tripled to 34 million,According to the latest NPD DisplaySearch Tablet Quarterly report, sales of tablets will surge from 72.7 million in 2011 to 383.3 million in 2017.M2M technology is becoming mainstream and part of critical business processes Operators building their M2M portfolios- scalability will drive costs down- Regulation is providing stimulus- CE connectivity driving market e.g. kindle, Cloud: jasper wireless model…Over 12B M2M devices in 2020 (Excluding PCs, TVs and other handheld mobile devices) – Machina Research/BLM. M2M DEVICESProjected CAGR (2011-2016): 33%Projected CAGR (2016-2020): 36%80% of traffic revenue contribution from Smart Cities, Healthcare and Public Safety verticals. Connectivity through: 2G, 3G, 4G, short range, MAN, fixed WAN and satellite. Over 90%of current cellular M2M connections will use 2G technologies and vast majority will use WiFiM2M capabilities using mobile connectivity are migrating from second-generation (2G) to 3G and 4G technologies. In 2011, 55% of connections were 2G, in 2016, 67% of those connections will use 3G and 6% 4G technologies. Revenue World-Wide revenue ramp-up from 200B in 2011 to over 1T 2020Traffic revenue under 2%: 80% OF TRAFFIC REVENUE CONTRIBUTION FROM SMART CITIES, HEALTHCARE AND PUBLIC SAFETY VERTICALS System Revenue 15% (Revenues from activation, integration, management, diagnostics and other device management and control functions (horizontal layer) )83% VAS Revenue (Revenues from value-added-services and functionality specific to the vertical)According to GSMA:The global business impact of the connected life can be split into two broad categories: revenues and cost reduction and service improvements. In 2020, revenues from the sale of connected devices and services, and revenues from related services, such as pay-as-you-drive car insurance, will be worth $2.5 trillion – $1.2 trillion of which could be addressed by mobile operators and the remainder by the broader connected life ecosystem. In terms of other geos, Asia Pacific will account for $1.6 trillion, North America for $1.23 trillion, Europe for $1.12 trillion, Latin America for $272 billion, Africa $114 billion and the Middle East for $63 billion.M2M is expected to increase to xx by xx, impacting many areas from health to energy management, critical infrastructure diagnosis & monitoring, seismic activity monitoring, traffic management, air quality monitoring, etc. (Smart grids & smart cities)The huge quantity of connected devices requests new device management systems from SPs and impacts network dimensioning modelsNetwork SPs have an advantage compared to pure M2M SPs in providing M2M apps & contentGartner:Mobile video users will grow from 429 million in 2011 to 2.4 billion in 2016, driven by easieraccess to a variety of content.■ Nearly 70% of mobile video users will use only Wi-Fi to view mobile video, while the rest will use a mix of cellular and Wi-Fi networks.YOUTUBE.COM: 600m VIDEO STREAMS A DAY ON MOBILEIn Jan 2012 , 84.4 percent of the U.S. Internet audience viewed online video. (comScore, Inc. )