Overview of current experiences in a topic of developing an Intrapreneurship inside the corporations and mid companies. Intrapreneurship means to giving the employees opportunity to be entrepreneurs & create corporate startups, that work on innovative products/services like startups without leaving company

1. Warsaw,
November
2nd,
2016
Intrapreneurship
how
to
start
building
an
ecosystem
for
corporate
startups
@BartoszJanowicz

2. Thanks
J

3. Source:
Tristan
Kromer,
Leankonf
2016

4. Source:
Tristan
Kromer,
Leankonf
2016

5. Are
there
any
intrapreneurial
heroes
in
your
company?

6. InspiraKon
Fear
Are
there
any
intrapreneurial
heroes
in
your
company?
Intrapreneurial
acKviKes
=

7. Source:
Tristan
Kromer,
Leankonf
2016

8. @BartoszJanowicz
Innovators’
DNA
AssociaKng
QuesKoning
Observing
ExperimenKng
Networking
Source:
Innovators’
DNA,
Dyer
Jeff,
Gregersen
Hal,
Christensen
Clayton
M.
Innovators’
mindset

9. @BartoszJanowicz
Employee’s
values
Innovator’s
values
Research
prof.
Timothy
Butler
from
Career
Leader
on
27000
people
12.
Influence
&
power
13.
Control
1. Security
2. RecogniKon
…..
13.
Security
1. Autonomy
2. Influence
&
power
….
Innovators
values

10. @BartoszJanowicz
Innovators
in
a
corporaKon

11. 4
teams
of
innovaKon
is
not
enough!
Why
intrapreneurship
is
important?

12. @BartoszJanowicz
Start
with
innovators
&
early
adopters
Source:
hbps://www.youtube.com/watch?v=dhykajX16KM
1. Go
where
you
are
loved
–
start
small
&
seek
out
like-­‐minded
people
2. Give
it
away
–
create
community
that
make
it
their
own
3. Teach
&
inspire
–
show
don’t
tell,
show
them
how
4. Use
your
culture
if
you
can
5. You
are
the
product
–
apply
it
on
you
Benneb
Blank

13. Source:
Tristan
Kromer,
Leankonf
2016

14. a
group
of
people
in
a
company
working
on
a
new
and
risky
product/service
PRODUCT
RISK
(TECHNICAL
RISK)
CUSTOMER
RISK
(MARKET
RISK)
BUSINESS
MODEL
RISK
Is
it
possible
to
build
this
thing
at
all?
If
we
build
this
thing,
will
people
use
or
buy
it?
Can
we
create
a
way
to
make
profits
on
this
thing?
Corporate
Startup

15. DISCOVER
&
DESIGN
Explore
&
define
high
level
vision
and
hypothesis
of
an
idea
PROBLEM
SOLUTION
FIT
Define
&
validate
hypothesis
for
customers,
problems
and
soluKons
PRODUCT
MARKET
FIT
Define
&
validate
hypothesis
for
market
fit
SCALING
Build
a
product
and
grow
according
scale
Corporate
Startup
process
Intrapreneurs
need
to
know
HOW

16. Szablon Modelu Biznesowego
Zaprojektowane dla: Zaprojektowane przez:
Data:
Dzień
Nr
Miesiąc Rok
Wersja:
DISCOVER
&
DESIGN
Explore
&
define
high
level
vision
and
hypothesis
of
an
idea
Szablon Modelu Biznesowego
Zaprojektowane dla: Zaprojektowane przez:
Data:
Dzień
Nr
Miesiąc Rok
Wersja:
Market
forces
Macroeconomic
forces
Industry
forces
Key
trends
WHY?
HOW?
WHAT?
• Compelling
vision
• Business
model
• Trends/market/
industry/
macroeconomy
overview
• List
of
customers
segments
(personas)

17. PROBLEM
SOLUTION
FIT
Define
&
validate
hypothesis
for
customers,
problems
and
soluKons
1. Problem
phase:
Validated:
• customer
segment
• customer
jobs,
pains/
gains
• persona
• current
customer
journey
ok
Szablon Modelu Biznesowego
Zaprojektowane dla: Zaprojektowane przez:
Data:
Dzień
Nr
Miesiąc Rok
Wersja:
ok
ok
current
Best
KPI:
>..%
of
customers
with
significant
pains/gains
that
really
exist
(„I
have
this
problem
and
I
really
want
it
to
be
solved”)
Build
Learn
Measure

18. PROBLEM
SOLUTION
FIT
Define
&
validate
hypothesis
for
customers,
problems
and
soluKons
2. SoluKon
phase:
Validated:
• Offer
and
value
• Customer
soluKons,
pain
relievers
and
gain
creators
Designed
new
customer
journeys
ok
Szablon Modelu Biznesowego
Zaprojektowane dla: Zaprojektowane przez:
Data:
Dzień
Nr
Miesiąc Rok
Wersja:
ok
new
ok
ok
Best
KPI:
>..%
of
tested
customers
that
would
be
very
disappointed
without
soluKon
(I
want
this
soluKon,
where
can
I
buy
it?”
Build
Learn
Measure

19. PRODUCT
MARKET
FIT
Define
&
validate
hypothesis
for
market
fit
Szablon Modelu Biznesowego
Zaprojektowane dla: Zaprojektowane przez:
Data:
Dzień
Nr
Miesiąc Rok
Wersja:
ok
Validated:
• all
elements
of
the
business
model
• value
proposiKon
&
soluKon
• market
ok
Best
KPI:
>..%
of
users
retained
month
by
month
(„I
repeatedly
use
and
recommend
this
soluKon
to
others”)
acquisiKon
acKvaKon
retenKon
referral
revenue
Build
Learn
Measure

20. SCALING
Build
a
product
and
grow
according
scale
Validated:
• Sustainable
business
model
• Sustainable
value
proposiKon
• Launch
and
growth
Best
KPI:
Conversion
rate
@
lead
generaKon
(Team:
„We
have
a
profitable,
scalable
business
model
and
conKnuously
opKmise
conversion
rates”)
Szablon Modelu Biznesowego
Zaprojektowane dla: Zaprojektowane przez:
Data:
Dzień
Nr
Miesiąc Rok
Wersja:
sustained
acquisiKon
acKvaKon
retenKon
referral
revenue
sustained
Build
Learn
Measure

21. DISCOVER
&
DESIGN
PROBLEM
SOLUTION
FIT
PRODUCT
MARKET
FIT
SCALE
IRL

22. Source:
Tristan
Kromer,
Leankonf
2016

23. Source:
Baghai,
Coley,
White
Mature
Business
our
established
capabiliKes
Rapidly
Growing
Business
Emerging
Business
3
horizons
of
innovaKon

24. Source:
modified
Baghai,
Coley,
White
our
established
capabiliKes
3
horizons
of
innovaKon
60-­‐70%
20-­‐30%
5-­‐10%

25. 3
horizons
of
innovaKon

26. Lean
InnovaKon
Management
Process
Managment
3
horizons
of
innovaKon
ROI
1-­‐3
years
ROI
4-­‐6
years
ROI
4-­‐10
years

27. @BartoszJanowicz
The
ambidextrous
organizaKon

28. @BartoszJanowicz
The
ambidextrous
organizaKon
Execute
&
improve
to
ensure
current
viability
Search
&
invent
to
ensure
future
viability
Corporate
=
Oil
tanker
A
B
A ?
Startup
=
Speedboot

29. @BartoszJanowicz
„New
Corporate”
=
Ambidextrous
organizaKon
+
Search
&
Execute
Source:
Kees
van
Nunen

30. Source:
Tristan
Kromer,
Leankonf
2016

31. It
is
OK
to
fail!
(fast,
cheap)

32. Source:
Kees
van
Nunen
Set
a
ground
+
separate
from
the
core
business

33. Source:
Kees
van
Nunen
Corporate
innovaKon
sandbox

34. „Corporate
startup”
team
• 3
–
5
people,
dedicated
100%
Kme
• Autonomy,
scarcity
of
resources,
learning
focus
• Recommended
Scrum
• Roles:
+
desirability
feasibility
viability

35. Source:
Tristan
Kromer,
Leankonf
2016

36. Is
there
someone
that
know
how
to
go
across
the
silos:
Who
knows:
• the
right
person
from
other
department
that
would
help
• how
to
learn
• how
to
get
approval
?

37. Ensuring
that
a
team
has:
• The
Kme
to
see
if
a
new
way
can
work
• The
right
people
allocated
to
this
project
• The
tools
to
build
conKnuous
feedback
loops
into
their
work
• The
access
to
various
internal
systems,
stakeholders
and
customers
• Ear
of
execuKve
leadership
Ensuring
a
team
has
clear
understanding
of:
• Measurements
-­‐
changing
customer
behavior
for
the
beber
rather
than
just
shipping
some
features
• Learning
–
both
on
their
specific
project
and
their
progress
• Investment
thesis
• Approve
project
to
horizons
• Assure
availability
&
resources
• Valuates
KPI
of
all
those
iniKaKves
• Architect
of
all
intrapreneurial/
corporate
startup
acKvity

38. intenal
extenal
• Facilitates
Corporate
Startup’s
process
• Help
to
build
a
team
• Support
in
planning
sprints
• Support
in
knowledge/skills
transfer
• Support
planning
of
next
phases
• Mentors
&
helps
to
network
• Inspires
with
experience
and
best
pracKce
already
used
• Boble
neck
removal
advisory

39. Source:
Tristan
Kromer,
Leankonf
2016

40. Redesign
org
structure?
Tribe
Squad
1
Squad
2
Squad
3
Squad
4
Chapter
A
Chapter
B
Tribe
Lead
Agile
Coach
@BartoszJanowicz

41. Redesign
your
culture?
@BartoszJanowicz
1.
What
kind
of
behavior
do
we
require
(an
intrapreneurial
culture)?
2.
Concrete
posiKvie
or
negaKve
consequences
resulKng
from
our
behavior
3.
What
drives
behavior
&
outcomes?
What
enables
and
blocks
(leadership,
culture
&
processes,
org
design)?

42. Redesign
the
leadership?
@BartoszJanowicz
Power
of
HIPPO
(grange
leader)
LEADER
is
someone
who
inspires
others
to
dream
more,
learn
more,
do
more
and
become
more
John
Quincy
Adams
Separate
management
from
leadership

43. Redesign
personal
development?
Horizontal:
disposiKon
for
collaboraKon
across
disciplines
VerKcal:
depth
of
skill
which
allows
to
contribute

44. Bartek
Janowicz
Tel.:
+48
604
647-­‐317
bartek@proinnovate.pl
bartek.janowicz75
bartekjanowicz
@BartoszJanowicz
Thanks!
Let’s
contact
J