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Crazy Introduction
CSS	
  SUMMIT	
  ZÜRICH	
  2016	
  
INTRAPRENEURSHIP	
  WITH	
  BUDGET	
  CONSTRAINS	
  &	
  RESISTANCE	
  
WORKSHOP	
  3:	
  27.4.2016	
  
THOMAS	
  VAJAY	
  
Intrapreneurship with Budget Constrains and Resistance
Crazy IntroductionOur afternoon
- Introduction and Intro
- Reality Check Session
Break
- Budget constrains and resistance
- Ideation Session
Break
- Pitch Session
The NavigationLab is an externalThinkTank to create leading innovation concepts for
brands and companies.
We help to discover tomorrow's markets with new innovative idea management
approaches.
Values and behaviour of the society are in an ever-changing process. A deep
understanding opens new ways to get in close dialogue with the costumers.
We are an independent consultancy with long-lasting experience and an international
network of experts.
Idea Management
How do you learn to think outside the box to find new creative and
disruptive ideas within your organisation?
Communication-Management
How can you start an open and trustful dialogue with relevant future digital
communities?
Brand Management
What is the positioning of your brand and what are the brand values to be
relevant for specific communities in future?
Crazy Introduction
My name is"___________________"
…an I tell you 3 things about me
2 of 3 are true, 1 of 3 not!
Crazy introduction
The	
  Power	
  of	
  Intrapreneurs	
  
Focus	
  on	
  innovators,	
  
not	
  on	
  innova6on	
  
Intrapreneurship with Budget Constrains and Resistance
WHO	
  WANTS	
  
HONEY	
  NEED	
  TO	
  
PLANT	
  FLOWERS	
  
Corporate	
  Proper6es	
  
SPACE	
  
PEOPLE	
  METHODS	
  
Corporate	
  Space	
  for	
  new	
  ideas.	
  
Space
Open Doors
Colourful
Playful
Zone
Concept
Changeable
Innova6on	
  Sta6on.	
  
Zone	
  Concept	
  
ARENA	
   WORK	
  
STATIONS	
  
LOUNGE	
  
IDEA	
  WALLS	
  
How	
  to	
  work.	
  
Methods
Tools
Customer
Journey
Personas
Brain
Writing
Proto-
typing
Obser-
vations
Idea	
  Genera6ng	
  
Corporate	
  Philosophie	
  
Customer	
  
Centric	
  
Service	
  
Design	
  
Approach	
  
Lust	
  for	
  
Change	
  
InnovaTon	
  
Culture	
  
New	
  
creaTve	
  
Energy	
  
CHANGE	
  
„How do I react to
CHANGE?“
REACT	
  
ACT	
  
Act!	
  
Transfer	
  Knowledge	
  into	
  AcTon.	
  
Corporate	
  Playgrounds	
  
Culture
Brand
Innovation
Culture	
  
Human	
  Centric	
  
Learning	
  
OrgansiaTon	
  
Trust	
  
Leadership	
  
EmoTonal	
  
Solidarity	
  
Customer	
  
SaTsfacTon	
  
INNOVATION	
  
 
Most	
  important	
  factors	
  of	
  cultural	
  
driven	
  Innova6on	
  
Think	
  
outside	
  of	
  
the	
  Box.	
  
Customer	
  
PerspecTve	
  	
  
Ergebnis:	
  
Ideen	
  plus	
  InspiraTon	
  
	
  
Ideas	
  &	
  InspiraTon	
  
Customer	
  Perspec6ve	
  
Think	
  outside	
  the	
  Box	
  
Intrapreneurship with Budget Constrains and Resistance
What excuses occur (usually) not to
implement intrapreneurship
What excuses occur (usually) not to
implement intrapreneurship
Why	
  many	
  innova6on	
  programs	
  fail?	
  What	
  are	
  the	
  reasons?	
  
20	
  min	
  	
  
	
  
Split	
  in	
  3	
  groups:	
  
	
  
Silent	
  wri6ng	
  on	
  Post	
  It`s	
  	
  (5	
  min)	
  
AYerwards	
  common	
  clustering	
  within	
  the	
  group	
  (15	
  min)	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Intrapreneurship with Budget Constrains and Resistance
33	
  
	
   	
  Coffee	
  Break	
  
MYTH 1: FINANCIAL RESSOURCES
PROPERTY vs. PROGRESS
EUR	
  3	
  MIO	
  CAPEX	
  
EUR	
  0	
  MIO	
  FUEL	
  
	
  
HOW	
  MANY	
  MILES?	
  
EUR	
  0,05	
  MIO	
  CAPEX	
  
EUR	
  2,95	
  MIO	
  FUEL	
  
	
  
HOW	
  MANY	
  MILES?	
  
Intrapreneurship with Budget Constrains and Resistance
“take the first
step in faith. You
do not have to
see the whole
staircase.
Just take
the first
step.”
Martin Luther King
Intrapreneurship with Budget Constrains and Resistance
Intrapreneurship with Budget Constrains and Resistance
Intrapreneurship with Budget Constrains and Resistance
Intrapreneurship with Budget Constrains and Resistance
MYTH 2: BUDGET PLANNING
SAVE 4 INNOVATE
	
  	
  
	
  	
  
	
  	
  
BUDGET	
  
IT	
  
BUDGET	
  
MA	
  
BUDGET	
  
XY	
  
x% dedicated to
INNO projects
x% dedicated to
INNO projects
x% dedicated to
INNO projects
x% INNO
dedicated budget
Existing budgets, based on the cost forecasts
Within	
  the	
  running	
  budget	
  planning	
  a	
  fix	
  percentage	
  (differ	
  per	
  business	
  unit)	
  is	
  
dedicated	
  to	
  the	
  innovaTon	
  hub.	
  Aim	
  -­‐>	
  to	
  make	
  exisTng	
  internal	
  projects	
  to	
  innovaTon	
  
projects.	
  
INNOVATE HOW YOU INNOVATE
Existing budgets, based on the cost forecasts
dedicated
P1	
   P2	
   P3	
   P4	
  
P5	
   P6	
   P7	
   P8	
  
P9	
   P10	
   P11	
   P12	
  
innovation
P2	
   P3	
   P4	
  
P5	
   P7	
   P8	
  
P9	
   P10	
   P12	
  
pot (x %)
Monitoring & Reporting
BUDGET IT BUDGET EF BUDGET XY
TAKE	
  CARE	
  THAT	
  YOUR	
  INNOVATION	
  TOPICS	
  ARE	
  NOT	
  ON	
  TOP	
  PROJECTS.	
  MAKE	
  THEM	
  
PART	
  OF	
  YOUR	
  ROADMAPS.	
  USE	
  EXISTING	
  PEOPLE	
  ON	
  EXISTING	
  TOPICS.	
  IF	
  THE	
  TOPICS	
  
ARE	
  THE	
  WRONG	
  ONE	
  -­‐>	
  REPLACE	
  IT.	
  DO	
  NOT	
  MORE	
  THINGS,	
  DO	
  THE	
  RIGHT	
  THINGS	
  
	
  
	
  
MYTH 3: „WE HAVEN´T GOT ENOUGH
PEOPLE“
USE EXISTING COMPANY WIDE
PROGRAMS
HOW TO AVOID RESISTANCE?
WHY PEOPLE ACT, HOW THEY ACT?
Experience	
  
Belief	
  
Value	
  
Ac6on	
  
Intrapreneurship with Budget Constrains and Resistance
WHY PEOPLE ACT, HOW THEY ACT?
WHY PEOPLE NOT ACT,
HOW THEY SHOULD ACT?
Experience	
  
Announcements	
   Values	
  drawn	
  by	
  
	
  somebody	
  else	
  
Surveys	
   Annual	
  Reports	
  
BE ALWAYS ON AIR, NOT ONE-TIME
ORECHESTRATE IT TO AN EXPERIENCE
IDEATION SESSION
Intrapreneurship with Budget Constrains and Resistance
Transfer causes to solution
Problem	
  
Cause	
   Cause	
   Cause	
  
SoluTon	
  
What	
  
Idea	
  
(how?)	
  
What	
  
Idea	
  
(how?)	
  
What	
  
Idea	
  
(how?)	
  
What?	
   How?	
  
…should	
  we	
  increase,	
  create	
  new,	
  
reduce	
  or	
  eliminate?	
  
…do	
  we	
  solve	
  this?	
  
CONCRETE	
  ACTIONS	
  
Impuls	
  
?	
  
?	
  
?	
  
?	
  
?	
  
?	
  
?	
  
?	
  
 Change	
  Matrix	
  
increase
reduce
new
eliminate
: Go	
  in	
  your	
  group	
  	
  	
  	
  	
  :Use	
  marker	
  and	
  Post	
  It`s	
  	
  	
  	
  	
  :Use	
  the	
  Brainwri6ng-­‐Method	
  
: 5	
  min	
  silent	
  thinking	
  and	
  wri6ng	
  	
  	
  	
  :15	
  min	
  talking	
  and	
  clustering	
  
CONCRETE	
  ACTIONS	
  
HOW	
  do	
  we	
  solve	
  this?	
  	
  
: Take	
  the	
  best	
  impulses	
  from	
  the	
  change	
  matrix	
  	
  	
  
: Think	
  in	
  ac6ons	
  and	
  concrete	
  solu6ons	
  	
  
: Ask	
  HOW	
  	
  	
  	
  
:	
  Use	
  Brainwri6ng	
  (5	
  min	
  silent,	
  25	
  min	
  discussion)	
  
Crazy Introduction
THOMAS	
  VAJAY	
  
Geschämsführer	
  
	
  
PHONE:	
  +49	
  211	
  9874	
  0202	
  
MOBILE:	
  +43	
  (0)660	
  585	
  1677	
  
EMAIL:	
  TV@NAVIGATIONLAB.DE	
  
	
  
NAVIGATIONLAB	
  GMBH	
  
INNOVATIONS-­‐BEFÄHIGUNG	
  
WEB:	
  hrp://www.navigaTonlab.de	
  
FACEBOOK:hrp://www.facebook.com/navigaTonlab	
  

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Intrapreneurship with Budget Constrains and Resistance

  • 1. Crazy Introduction CSS  SUMMIT  ZÜRICH  2016   INTRAPRENEURSHIP  WITH  BUDGET  CONSTRAINS  &  RESISTANCE   WORKSHOP  3:  27.4.2016   THOMAS  VAJAY  
  • 3. Crazy IntroductionOur afternoon - Introduction and Intro - Reality Check Session Break - Budget constrains and resistance - Ideation Session Break - Pitch Session
  • 4. The NavigationLab is an externalThinkTank to create leading innovation concepts for brands and companies. We help to discover tomorrow's markets with new innovative idea management approaches. Values and behaviour of the society are in an ever-changing process. A deep understanding opens new ways to get in close dialogue with the costumers. We are an independent consultancy with long-lasting experience and an international network of experts.
  • 5. Idea Management How do you learn to think outside the box to find new creative and disruptive ideas within your organisation? Communication-Management How can you start an open and trustful dialogue with relevant future digital communities? Brand Management What is the positioning of your brand and what are the brand values to be relevant for specific communities in future?
  • 6. Crazy Introduction My name is"___________________" …an I tell you 3 things about me 2 of 3 are true, 1 of 3 not! Crazy introduction
  • 7. The  Power  of  Intrapreneurs  
  • 8. Focus  on  innovators,   not  on  innova6on  
  • 10. WHO  WANTS   HONEY  NEED  TO   PLANT  FLOWERS  
  • 11. Corporate  Proper6es   SPACE   PEOPLE  METHODS  
  • 12. Corporate  Space  for  new  ideas.   Space Open Doors Colourful Playful Zone Concept Changeable
  • 14. Zone  Concept   ARENA   WORK   STATIONS   LOUNGE   IDEA  WALLS  
  • 15. How  to  work.   Methods Tools Customer Journey Personas Brain Writing Proto- typing Obser- vations
  • 17. Corporate  Philosophie   Customer   Centric   Service   Design   Approach   Lust  for   Change   InnovaTon   Culture   New   creaTve   Energy  
  • 19. „How do I react to CHANGE?“
  • 22. Act!   Transfer  Knowledge  into  AcTon.  
  • 24. Culture   Human  Centric   Learning   OrgansiaTon   Trust   Leadership   EmoTonal   Solidarity   Customer   SaTsfacTon  
  • 26.   Most  important  factors  of  cultural   driven  Innova6on   Think   outside  of   the  Box.   Customer   PerspecTve     Ergebnis:   Ideen  plus  InspiraTon     Ideas  &  InspiraTon  
  • 30. What excuses occur (usually) not to implement intrapreneurship
  • 31. What excuses occur (usually) not to implement intrapreneurship Why  many  innova6on  programs  fail?  What  are  the  reasons?   20  min       Split  in  3  groups:     Silent  wri6ng  on  Post  It`s    (5  min)   AYerwards  common  clustering  within  the  group  (15  min)                
  • 33. 33      Coffee  Break  
  • 34. MYTH 1: FINANCIAL RESSOURCES
  • 35. PROPERTY vs. PROGRESS EUR  3  MIO  CAPEX   EUR  0  MIO  FUEL     HOW  MANY  MILES?   EUR  0,05  MIO  CAPEX   EUR  2,95  MIO  FUEL     HOW  MANY  MILES?  
  • 37. “take the first step in faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King
  • 42. MYTH 2: BUDGET PLANNING
  • 43. SAVE 4 INNOVATE             BUDGET   IT   BUDGET   MA   BUDGET   XY   x% dedicated to INNO projects x% dedicated to INNO projects x% dedicated to INNO projects x% INNO dedicated budget Existing budgets, based on the cost forecasts Within  the  running  budget  planning  a  fix  percentage  (differ  per  business  unit)  is   dedicated  to  the  innovaTon  hub.  Aim  -­‐>  to  make  exisTng  internal  projects  to  innovaTon   projects.  
  • 44. INNOVATE HOW YOU INNOVATE Existing budgets, based on the cost forecasts dedicated P1   P2   P3   P4   P5   P6   P7   P8   P9   P10   P11   P12   innovation P2   P3   P4   P5   P7   P8   P9   P10   P12   pot (x %) Monitoring & Reporting BUDGET IT BUDGET EF BUDGET XY TAKE  CARE  THAT  YOUR  INNOVATION  TOPICS  ARE  NOT  ON  TOP  PROJECTS.  MAKE  THEM   PART  OF  YOUR  ROADMAPS.  USE  EXISTING  PEOPLE  ON  EXISTING  TOPICS.  IF  THE  TOPICS   ARE  THE  WRONG  ONE  -­‐>  REPLACE  IT.  DO  NOT  MORE  THINGS,  DO  THE  RIGHT  THINGS      
  • 45. MYTH 3: „WE HAVEN´T GOT ENOUGH PEOPLE“
  • 46. USE EXISTING COMPANY WIDE PROGRAMS
  • 47. HOW TO AVOID RESISTANCE?
  • 48. WHY PEOPLE ACT, HOW THEY ACT? Experience   Belief   Value   Ac6on  
  • 50. WHY PEOPLE ACT, HOW THEY ACT?
  • 51. WHY PEOPLE NOT ACT, HOW THEY SHOULD ACT? Experience   Announcements   Values  drawn  by    somebody  else   Surveys   Annual  Reports  
  • 52. BE ALWAYS ON AIR, NOT ONE-TIME
  • 53. ORECHESTRATE IT TO AN EXPERIENCE
  • 56. Transfer causes to solution Problem   Cause   Cause   Cause   SoluTon   What   Idea   (how?)   What   Idea   (how?)   What   Idea   (how?)  
  • 57. What?   How?   …should  we  increase,  create  new,   reduce  or  eliminate?   …do  we  solve  this?   CONCRETE  ACTIONS   Impuls   ?   ?   ?   ?   ?   ?   ?   ?  
  • 58.  Change  Matrix   increase reduce new eliminate : Go  in  your  group          :Use  marker  and  Post  It`s          :Use  the  Brainwri6ng-­‐Method   : 5  min  silent  thinking  and  wri6ng        :15  min  talking  and  clustering  
  • 59. CONCRETE  ACTIONS   HOW  do  we  solve  this?     : Take  the  best  impulses  from  the  change  matrix       : Think  in  ac6ons  and  concrete  solu6ons     : Ask  HOW         :  Use  Brainwri6ng  (5  min  silent,  25  min  discussion)  
  • 60. Crazy Introduction THOMAS  VAJAY   Geschämsführer     PHONE:  +49  211  9874  0202   MOBILE:  +43  (0)660  585  1677   EMAIL:  TV@NAVIGATIONLAB.DE     NAVIGATIONLAB  GMBH   INNOVATIONS-­‐BEFÄHIGUNG   WEB:  hrp://www.navigaTonlab.de   FACEBOOK:hrp://www.facebook.com/navigaTonlab