Recommended
More Related Content
What's hot
What's hot (19)
Similar to Intrapreneurship for employee empowerment
Similar to Intrapreneurship for employee empowerment (20)
Recently uploaded
Recently uploaded (20)
Intrapreneurship for employee empowerment
- 1. Be ing on intrapreneurship for transformative employee empowerment Nicolas Enjalbert Design Director, Hiveworks INTERSECTION19 Sept 18, 2019
- 2. INTERSECTION19 Over 5 years at NUMA, 50+ intrapreneurship teams coached
- 3. Nicolas Enjalbert @nenj_INTERSECTION19 New business 26 teams Government service 20 teams Internal service/product 5 teams
- 4. Design & model Build & refine Acquire users Structure & optimize Nicolas Enjalbert @nenj_INTERSECTION19 • Research • Ideation (product/ business model) • Prototyping & testing • Development • Client success • Roadmapping • Sales process design • Execution optimisation • Hiring & organisation • Leadership Several stages towards maturity
- 5. Nicolas Enjalbert @nenj_INTERSECTION19 Employees Strategy consultant Entrepreneur in residence Designer Intrapreneurship Innovation consultancy Acquisition Intrapreneurship and its alternatives
- 6. Nicolas Enjalbert @nenj_INTERSECTION19 Retain high-potential talents...
- 7. ... but intrapreneurship should concern the whole enterprise Nicolas Enjalbert @nenj_INTERSECTION19 Vision, coordination, investment Sensing & responding
- 8. Intrapreneurship is here to stay, we need to get be er at it.
- 9. Government service Internal service/product New business Nicolas Enjalbert @nenj_INTERSECTION19 55% success**projects that are running, reached problem-solution fit, now concerned with growing number of users and/or revenue.
- 10. Establish the intrapreneurial team's autonomy Invest on people not just projects Set clear rules for evaluation Nicolas Enjalbert @nenj_INTERSECTION19 1 2 3
- 11. Nicolas Enjalbert @nenj_INTERSECTION19 • 2 to 6 members • Cross-department • 20% to 50% devoted timeTeam
- 12. Nicolas Enjalbert @nenj_INTERSECTION19 Sponsor • Goal and deadline • Resources Team
- 13. Nicolas Enjalbert @nenj_INTERSECTION19 Design & model Build & refine Acquire users Structure & optimize Uncertainty reduction Investment increase
- 14. 1 Set clear rules for evaluation
- 15. How to understand this challenge • Set right goals • Formulate evaluation criteria that deal with uncertainty • Communicate them explicitly to teams Nicolas Enjalbert @nenj_INTERSECTION19 1 Set clear rules for evaluation
- 16. What's at stake? Optimise the investment • Sustain projects that have potential • Kill projects that have proven they don't Be able to focus and feel respected Nicolas Enjalbert @nenj_INTERSECTION19 Business People 1 Set clear rules for evaluation
- 17. What o en happens • Unrealistic goals / all hopes on one project • Unstable goals • Decision board uneducated in innovation processes Nicolas Enjalbert @nenj_INTERSECTION19 1 Set clear rules for evaluation
- 18. An effective framework: the innovation portfolio • A/ Define portfolio goal & scope • B/ Define maturity stages and map portfolio Nicolas Enjalbert @nenj_INTERSECTION19 1 Set clear rules for evaluation
- 19. Case / Renew the growth perspectives of an insurance company Nicolas Enjalbert @nenj_INTERSECTION19 20302018 €200m 1 Set clear rules for evaluation
- 20. Nicolas Enjalbert @nenj_INTERSECTION19 Team BU exec board Team Team Team Head of portfolio Innovation portfolio • Decision-making framework • Employee engagement
- 21. A/ Define portfolio goal & scope Initial situation: Nicolas Enjalbert @nenj_INTERSECTION19 €200m 20 projects 1 remote target (circle area scales with revenue potential) 1 Set clear rules for evaluation
- 22. A/ Define portfolio goal & scope Nicolas Enjalbert @nenj_INTERSECTION19 Primary goal Scope Revenue potential in 5 years • At least €10m rev. • French market • Investment << €100m • Profitable within 2 years Acquisition /retention Revenue through client acquisition or retention Growth 1 Set clear rules for evaluation
- 23. A/ Define portfolio goal & scope A clear end goal for each project: Nicolas Enjalbert @nenj_INTERSECTION19 Acquisition /retention Growth 1 Set clear rules for evaluation €190m €10m
- 24. B/ Define maturity stages and map portfolio Nicolas Enjalbert @nenj_INTERSECTION19 Acquisition /retention Growth 1 Set clear rules for evaluation €190m €10m
- 25. Nicolas Enjalbert @nenj_INTERSECTION19 B/ Define maturity stages and map portfolio 1 Set clear rules for evaluation Design & model Build & refine Acquire users Structure & optimize Stages GATES OPPORTU- NITY VALIDATED PROBLEM PROBLEM- SOLUTION FIT PRODUCT- MARKET FIT 10% 25% 50% 80% Likelihood of success Maximum duration 2 mo 6 mo 18 mo
- 26. Nicolas Enjalbert @nenj_INTERSECTION19 B/ Define maturity stages and map portfolio Growth 1 Set clear rules for evaluation Acquisition /retention
- 27. What a portfolio framework helps tackle • Unrealistic goals / all hopes on one project • Decision board uneducated in innovation processes • Unstable goals Nicolas Enjalbert @nenj_INTERSECTION19 1 Set clear rules for evaluation • Long-term goals aligned with strategy and short-term priorities • Risk reduction embedded in gates • Creates the conversation with the rest of the organisation
- 28. Nicolas Enjalbert @nenj_INTERSECTION19 An eagle-view on projects to improve investment decisions 10% 25% 50% 80% Likelihood of success Is the portfolio in line to reach its long-term goal? 1 Set clear rules for evaluation Potential revenue €190m Expected revenue €15.75m
- 29. Nicolas Enjalbert @nenj_INTERSECTION19 Number of team members Are resources invested according to risk? 1 Set clear rules for evaluation Monthly expenses €€€ €€€€€€€ €€€€€€€€€ €€€ Expected revenue An eagle-view on projects to improve investment decisions
- 30. 2 Establish the intrapreneurial team's autonomy
- 31. How to understand this challenge • Autonomy: make independent decisions... • ... towards clearly stated goals, and within known evaluation rules "Those at the margin have what those at the center can never have — a knowledge of detail — (...) and of the consumer’s need and desire." Robin Murray, Danger & Opportunity Nicolas Enjalbert @nenj_INTERSECTION19 2 Establish the intrapreneurial team's autonomy
- 32. What's at stake? Decision-making efficiency: adaptability Sense of ownership Nicolas Enjalbert @nenj_INTERSECTION19 2 Establish the intrapreneurial team's autonomy Business People
- 33. What o en happens • Pressure by top management to "know where the project is headed" • Li le space le to intrapreneurs by operational management Nicolas Enjalbert @nenj_INTERSECTION19 2 Establish the intrapreneurial team's autonomy
- 34. A setup that helps • Full-time intrapreneurs • Avoid high visibility • Identify a sponsor with the role of shielding the team • Control upwards information Nicolas Enjalbert @nenj_INTERSECTION19 2 Establish the intrapreneurial team's autonomy
- 35. Nicolas Enjalbert @nenj_INTERSECTION19 (here short summary of status)
- 36. Nicolas Enjalbert @nenj_INTERSECTION19 (here short summary of status)
- 37. (here short summary of status) Nicolas Enjalbert @nenj_INTERSECTION19
- 38. Be mindful that autonomy can be vertiginous for teams A management coach will help the team • grow conscious of their legitimacy • own their decision Nicolas Enjalbert @nenj_INTERSECTION19 2 Establish the intrapreneurial team's autonomy Team Lean Coach Management coach
- 39. 3 Invest on people, not just on their projects
- 40. Why it's important Intrapreneurs describing their experience focus on: • Collaboration • The commonsense of design & lean principles • Ownership "It's impossible to go back." Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects
- 41. What's at stake? Recognise and support the personal transformation brought by the experience of intrapreneurship Nicolas Enjalbert @nenj_INTERSECTION19 People Experience 3 Invest on people, not just on their projects
- 42. What can happen • Burn-outs • Resignations Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects
- 43. What helps • Entrance selection Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects Intrapreneur candidate scorecard • Taste for practical work • Critical thinking • Collaborative mindset • Resilience • Drivenness
- 44. What helps • Entrance selection • Community for learning & support Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects
- 45. Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects
- 46. INTERSECTION19 Co-designing learning community rituals Weekly meeting, 30 min • keep focus • request help • share learnings Monthly meeting, 1.5hr • challenge roadmaps • invite external expert • improve decision board meetings 3 Invest on people, not just on their projects
- 47. Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects Extending the community across companies
- 48. What helps • Entrance selection • Community for learning & support • Supporting bo om-up initiatives Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects
- 49. Nicolas Enjalbert @nenj_INTERSECTION19 3 Invest on people, not just on their projects • ExCom introduced to Agility • Four intrapreneurship teams • Twenty-five trainees to innovation methods & mindset From intrapreneurs to change agents transversal assignments
- 50. Reflecting on the experience of coaching intrapreneurs... Nicolas Enjalbert @nenj_INTERSECTION19 Photo by Eddi Aguirre on Unsplash "our most specifically human talents, being able to imagine, design, [and build]" Ezio Manzini, When Everybody Designs