Procesos intraemprendedores Mondragon Team Academy en MBA 201617

PROCESOS DE
INTRAEMPRENDIMIENTO
FOSTERING
INTRAPRENURIAL TEAMS

CHECK-IN:
¿QUÉ ES PARA NOSOTROS EL
CONCEPTO DE
INTRAEMPRENDIMIENTO?
¿qué enfoque tiene el
intraemprendimiento en ATHLON,
Aplicanet, Lotec y Oninart?

Indice de la sesión
Objetivo de la sesión: entender el marco general sobre la
importancia del concepto de intraemprendimiento, el-la
intraempnededor-a y equipos intraemprendedores en el
management.
#INTRO: Ecosistemas de innovación y emprendimiento
#PARTE 1: Business. Concepto de intraemprendimiento
#PARTE 2: El/La intraemprendedor/a
#PARTE 3: Equipos intraemprendedores

INTRO: ECOSISTEMAS DE
EMPRENDIMIENTO E
INNOVACIÓN

Algo interesante está pasando

The startup explosion
High-growth technology companies have prenetrated
nearly every area of society, and for every declining or
transforming Industrial Era company, one can usually find
an emergent information Era replacement.
•  Kodak > Instagram (Photography)
•  Borders Book > Amazon (Books)
•  Tower Records > Spotify (Music)
•  Hotel Chains > Airbnb (Travel)
•  Taxis > Uber (Transportation)
•  Recuiters > LinkedIn (Human Resources)
•  Newspaper > Social media (Information)
•  Retail stores > eCommerce (Shopping)

The Global Startup Ecosystem Ranking
Source: The Global Startup Ecosystem Report

¿POR QUÉ UN
ECOSISTEMA?
“La creación de nuevos
ecosistemas de
emprendimiento e
innovación tiene grandes
consecuencias en el futuro
de la economía global”

•  Mientras que en 2008 la crisis de los mercados financieros
hizo tambalear al mundo entero, en un universo paralelo,
empresas como Facebook, Twitter y LinkedIn en Silicon
Valley estaban creciendo exponencialmente y en varias
regiones de USA surgían comunidades de emprendedores.
•  De la noche a la mañana todos hablaban de que el
emprendimiento era la solución para revitalizar la economía
mundial. Gobiernos, business angels y las grandes
corporaciones empezaron apostando por nuevas startups
•  Estados Unidos de América como ejemplo, en las últimas
tres décadas, las startups han creado más de 40 millones
de puestos de trabajo.

El Modelo
General
“Antes de crear una
incubadora o una
aceleradora, conviene
crear un ecosistema que
facilite la creación de
nuevas empresas”

Modelo de referencia general en ecosistemas de
emprendimiento e innovación (Indy, K. 2012)

1.  Emprendedores y líderes: la comunidad necesita de personas con
visión que liderarán la aventura. Un grupo de líderes comprometidos
con el porqué de la causa y basados en la acción.
2.  Comunidad: Una comunidad viva y vibrante necesita de varios eventos
regulares que dinamicen a las personas que la forman.
3.  Talento: La adquisición de talento tiene que ser uno de los objetivos
principales del ecosistema. Los programas de formación que se
desarrollan desde las entidades educativas deben de apoyar el proceso
emprendedor.
4.  Territorio: Adoptar lo que es único e indígena en esa región será una
de las claves principales
5.  Patronos corporativos: Es importante entender el árbol genealógico
de las comunidades y como se desarrollan los negocios en el entorno.

6.  Mentores: Identificar personas que conocen el terreno y tienen un
conocimiento específico sobre la materia
7.  Servicios de apoyo: contables, abogados, profesionales del
marketing, consultores, administraciones y otras entidades público-
privadas pueden ser de gran utilidad para el ecosistema.
8.  Acceso a capital: Hay que conocer quien (inversores) está interesado
en qué (sectores y mercados), construyendo puentes con otras
comunidades y ecosistemas dinámicos y vibrantes.
9.  Localización y espacios: Las comunidades necesitan un espacio que
sirva como plataforma para conectar a las personas
10.  Plataforma de comunicación: El ecosistema tiene que tener una
estrategia de comunicación formal. Se debe crear contenido desde
diferentes perspectivas (blogs, webs, videos, artículos especializados,
investigaciones,…). Hay que fomentar el compartir lo que se hace.

El modelo está concebido como un único proyecto sustentado en la
interacción y en la complementariedad de tres actividades
autogestionadas y autosostenibles desarrolladas.
Nuestro Modelo

1. Centro de innovación y emprendimiento para emprendedores y start-ups
El Centro de Innovación y Emprendimiento permitirá conectar con diferentes organizaciones,
ideas, proyectos, iniciativas... posicionándolo como un espacio neutro y abierto, un lugar
frontera donde suceden las innovaciones. En este centro se generan nuevas ideas y se
incuban nuevos proyectos empresariales en sus etapas más iniciales.
2. Actividad educativa: universidad ( formación e investigación )
Desde la Universidad se desarrollan diferentes programas avanzados de formación, donde la
innovación y el emprendimiento serán competencias de desarrollo transversales. Los
jóvenes alumnos participarán en las actividades del Centro de Innovación Social e
interactuarán con los emprendedores y los proyectos residentes en el mismo, así como con
el resto de empresas ubicadas en el mismo edificio, de forma que se produzca una ósmosis
natural entre ellos.
3. Empresas innovadoras
La tercera capa del centro acogerá las sedes de jóvenes empresas innovadoras que se
encuentren en una etapa más evolucionada que las que se incuben en el centro de
innovación social, o bien nuevas compañías de grandes grupos empresariales en sus
primeras etapas.
Estaríamos hablando de empresas con algunos años de vida, y que, por lo tanto, habrían
pasado ya las primeras etapas de lanzamiento y se encontrarían en una nueva etapa de
desarrollo y crecimiento.

PARTE 1:
INTRAEMPRENDIMIENTO COMO
ESTRATEGIA EMPRESARIAL

Entrepreneurship and Innovation
Stam, Erik (2008), Entrepreneurship and Innovation Policy
Entrepreneurship and innovation partly belong to the world of self-employment
and start-ups, but also take place within large corporations and their
subsidiaries

EL METODO DE LEAN STARTUP
•  El espíritu emprendedor es un tipo de management. En el
fondo parece que una está de moda, es innovadora y
excitante y la otra es aburrida, seria y sosa.
•  Orígenes:
•  Steve Blank: Customer Development
•  Lean Manufacturing, Toyota
•  Los 5 principios:
•  Los emprendedores están en todas partes
•  El espíritu emprendedor es management
•  Aprendizaje validado
•  Crear-Medir-Aprender
•  Contabilidad de la innovación

The new age of innovation
Prahalad and
Krishnan
1. Value will be co-created with
customers.
2. No single firm has the
knowledge, skills and resources.
3. The emerging market can be a
source of innovation.
There are 3 critical aspects of
Innovation and value creation:

The House of Innovation by Prahalad

What is Open Innovation? (Chesbrough)
Openess and capilarity both "allow knowledge to flow freely bottom up in
organizations, but also in a bidirectional manner, with partners, suppliers
and customers."

Blue Ocean Strategy
W. Chan Kim & Renée Mauborgne

Openness The willingness to share
information and do business out in the open.
Community The ability for people with
shared purpose to organize and engage.
Meritocracy An environment where
ideas and people succeed based on the quality
of their ideas and contributions.
Activism Tapping into individuals’ desire to
stand up, opt in, and express themselves.
Collaboration The capability of groups of
people to work together, divide tasks, and
leverage individual strengths.
Meaning The most powerful motivations come
from within.
Autonomy The freedom to act on
one’s own, making decisions without the need
of specific direction or approval from higher
levels of management.
Serendipity The occurrence of events by
chance in a beneficial way has always played a
fundamental role in innovation.
Decentralization Rather than a top-down
approach where activity and decision-making
are closely held in small, central areas—
decentralization allows it to happen anywhere.
Experimentation An environment where
ideas can be tested quickly and improved
continually.
Speed The unprecedented pace of
change and immediacy of information.
Trust An acknowledgement that each of
us is acting on good faith and good work will be
reciprocated.
Fuente: Blog

Intrapreneurship: Trend in management,
leadership and innovation….

Intrapreneurial Skills
Manager vs. Entrepreneur
“Corporate Entrepreneurship & Innovation”
Omorris, Kuratko & Covin

Entrepreneurs vs. Intrapreneurs
“Corporate Entrepreneurship & Innovation”
Omorris, Kuratko & Covin
Intrapreneurial Skills

The Puzzle of Motivation by Dan Pink
Source: http://www.ted.com/talks/dan_pink_on_motivation

An Intrapreneur
An intrapreneur thinks like an
e n t r e p r e n e u r l o o k i n g o u t f o r
opportunities, which profit the
organization.
Intrapreneurship is a novel way of
making organizations more profitable
where imaginative employees entertain
entrepreneurial thoughts.
It is in the interest of an organization to
encourage intrapreneurs.

The skills we should look:
1.  Startup mentality: Instead of problems,
intrapreneurs only have eye for opportunities.
Dynamic thought and a can-do-mentality are vital
for someone who needs ‘to transform ideas into
new businesses’.
2.  Business maturity (strategic ability & vision): An
intrapreneur should be – what we call – ‘C-level
proof’. The ability to make a strong impression on
the management is essential.
3.  Project Management: To become the dedicated
lead of a corporate (innovation) project, you need
project management skills. Next to leadership and
organizational skills, an intrapreneur has to be a
born team manager. Usually a corporate startup
team is cross-functional, so this person has to be
able to manage different profiles.
Source:
http://www.boardofinnovation.com/2015/12/17/the-skills-
of-the-perfect-intrapreneur/

The skills we should look:
4.  Knowledge of internal (and external) environment:
Understanding the economy’s driving forces is essential
when creating a successful business. What’s equally
important is knowledge of the internal environment, an
intrapreneur needs to be aware of the corporate culture,
management structure, employees’ behaviour, etc.
5.  Stakeholder management: This is of high importance in
a corporate innovation project (startup). Does the person
has what it takes to protect his project against internal
politics? Credibility within the company is crucial, a large
internal network could proof that. Besides that, this
person should be a master in networking.
6.  110% available: Since a corporate startup requires full-
time engagement, an intrapreneur can’t combine this with
his current role. Therefore his / her schedule should be
completely cleared. To achieve this, the intrapreneur
agrees to leave his role while the company finds a
replacement for the tasks to be done.

How to identify and select the right
intrapreneur for a startup project
•  Challenge 1: reach all organization and people
•  Challenge 2: Capture those who are triggered by the campaign (=
intrapreneur potentials) before they lost interest due to information overload
or time concerns at the moment of viewing.
•  Challenge 3: Provide more info about the intrapreneurial role & give
interested people the ability to apply for the role.
•  Challenge 4: Make a selection on relevance between the interested
candidates.
•  Challenge 5: Verify skills and intrapreneurial potential of the selected
employees.
•  Challenge 6: Clear schedule of chosen intrapreneur and get him out his
current role.
•  Outcome: the first 5 steps took about 6 weeks. This last step a mere 2
months
Source:
http://www.boardofinnovation.com/2016/01/12/case-how-we-identified-selected-the-right-intrapreneur-
for-one-of-our-latest-corporate-startup-projects/

3 types of intrapreneurs:
To conclude, there 3 types of intrapreneurs and what we proved with this
successful campaign, was that it is possible to find new intrapreneurs in the
organisation (Type 2 and 3).
1.  Established intrapreneur: Easy to find but hard to rip out of their current
responsibilities.
2.  Potential intrapreneur: Having the skills and mindset, but not applied in
professional context yet. Hard to find and will need extra support for internal
credibility.
3.  White raven intrapreneur: Right profile, first intrapreneurial results but not
identified as intrapreneur yet. This type you need to find before they either
put their shoulders under a bunch of projects or leave the company because
they don’t receive the responsibility they require to be motivated.

The Social Intrapreneur
Someone who works inside major
corporations or organizations to
develop and promote practical
solutions to social or environmental
challenges where progress is currently
stalled by market failures.
Someone who applies the principles of
social entrepreneurship inside a major
organization.
One characterized by an ‘insider-
outsider’ mindset and approach.
Source:
https://www.allianz.com/v_1339502342000/media/
current/en/press/news/studies/downloads/
thesocialintrapreneur_2008.pdf

Exercise:
Diseña un proceso de identificación de intraemprendedores
para la empresa que trabajas (Athlon, Oninart,…)

PARTE 3: EQUIPOS
INTRAEMPRENDEDORES

We talk about
Team
Intrapreneurship

For many authors Intrapreneurship relates to the
individual level and is about bottom-up, proactive
work-related initiatives of individuals.
Even the begining of an intraprenurial project (product,
service, business, change…) can be individual, and
we can foster crowd idea generation, we should lead a
systemic change of the organization to be more fertile,
and activate entreprenurial teams with the potential of
creating more a more opportunities.
Team- Intrapreneurship

Why Team- Intrapreneurship?
Promote intrapreneurship is an organizational
decision to achieve team based grassroot
innovations and change the company culture.
Always comes from the Strategic and
Organizational design, and never can be a goal
itself.

Why Team-Intrapreneurship?
When creating a corporate strategy, firms should create an
environment where individuals working on teams are not afraid
to bring good ideas to the table.
One of the most important factors to consider is creating an
environment where employees are free to bring good business
ideas and ensuring that the ideas, if viable, are implemented and
incorporated into the running of the business.
The company should be willing to break tradition and embrace
new ideas that might change the work environment for the better

Evolution organizations based on teams
TEAM
WORK
SELF -
MANAGEMENT
TEAM -
INTRAPRENEURSH
IP

Organizations that define a strategy for their
teams to be more autonomous and self-
managed aim at:
•  Teams taking more decisions.
•  Teams taking better decisions.
•  Faster decisions (agility in the decision making
process).
•  Consequently better results.
Evolution from team-work to team
intrapreneurship
¿Is it enough for activate teams in search of Disruptive Innovation?

intrapreneurship
The mobilization and involvement around a purpose, usually generates
greater predisposition to action and a special entrepreneurship mindset
within the company.
Involvement around a purpose was already introduced by Peters &
Waterman in the famous book In search of Excellence, as a one the key
factor of companies that success.
We can understand the evolution of teams in an organization introducing
these two variables:
•  the involvement or connection of a team and,
•  the result in terms of innovation and impact produced (focus and
action).
http://www.feeldot.com/intraemprendizaje-en-equipo-framework-para-la-innovacion-radical/SOURCE:

intrapreneurship

intrapreneurship
Not all organizations and at all times we have to aim for
teams working as intra-entrepreneurial teams.
But if we want to go beyond incremental improvement, and change the rules,
impact the market and generate a differential value, we have to lead the change
through the Intrapreneurship.
Continuous learning teams, with an strong connection with the team WHY or
purpose that they defined themselves. It is the framework needed for a greater
freedom where they can show their entrepreneurial attitude and turn their strong
commitment.

intrapreneurship
Team Intrapreneurship can create value in at least 8
different areas of organizations
1 Performance / results.
2. Organizational learning.
3. Commitment and retention of workers.
4. Corporate renewal and organizational change.
5. Creation and transfer of skills.
6. Internal project sale, internal pitching, agility and support
from upper management.
7. Decentralized liquid innovation.
8. Time to focus on new ideas and businesses

Fostering
Team
Intrapreneurship

Ten Faces of Innovation
Source: http://www.tenfacesofinnovation.com

Accelerate by Kotter
“Perhaps the greatest challenge business leaders face
today is how to stay competitive amid constant turbulence
and disruption”

A connected company needs
Intraprenurial teams.
A connected company learns
and adapts through the
distribution of control to points
of customer interaction, where
intrapreneurial teams pursue a
common purpose and receive
support to organize and
coordinate their activities.

A podular approach allows a large
company to act as if it were a net of small
companies; it gives the whole a level of
flexibility and adaptiveness that would
never be possible in a divisional
organization.
A podular organization is a fractal
organization: every pod is an autonomous
fractal unit that represents, and can
function on behalf of, the business as a
whole.
Podular organization is the future

1.  Connected companies learn
2.  Connected companies have a purpose
3.  Connected companies get customer feedback
4.  Connected companies experiment

Beyond the Holacrazy Hype
Research and experience tell us that elements of self-
organization will become valuable tools for companies of
all kinds. Yet we see real challenges in embracing the
approach wholesale—Zappos is still grappling with them,
even though its holacracy adoption circle has regained its
footing.
To better understand the impulse behind self-
management models, consider what leaders need most
from their organizations: reliability and adaptability.
Reliability means many things, such as generating
predictable returns for shareholders, adhering to
regulations, maintaining stable employment levels, and
fulfilling customers’ expectations. So does adaptability:
For example, some situations call for many small
adjustments in production or manufacturing to meet local
needs, while others call for fundamental shifts in strategy
or capabilities.

3 myths about self managing
organizations (Holacrazy)
#1 There is no organizational
structure
In fact self-management models
are intricately nested. A holacracy
circle, for example, may contain
several subcircles, each with
subcircles of its own. At Zappos
the General Company Circle—the
only circle not nested within
another—has 18 subcircles, and
the average number of subcircles
is 1.8.

#2 Hierarchy no longer
exists
Zappos has twice as many
“lead link” roles as it had
managers pre-holacracy.
What’s different, other than the
label? Leadership
responsibility belongs to the
roles, not to the individuals in
them. Authority may be
contextual, but it does exist.

#3 Everything is decided by
consensus
The majority doesn’t rule—and
not everyone has to agree with
every idea that moves forward. In
a holacracy, for example, any
circle member can propose
changes, and they are adopted
unless another member objects
on the grounds that they would
harm the circle.

Self organizations’ characteristics
1.  Teams are the structure: In holacracy, they’re “circles”; in podularity, “pods”; at
Valve, “cabals”; and at many companies, simply “teams.” Whatever they’re called,
these basic components—not individuals, and not units, departments, or divisions—
are the essential building blocks of their organizations. Within them, individual roles
are collectively defined and assigned to accomplish the work.
2.  Teams design and govern themselves: Although self-organization largely avoids
traditional patterns of hierarchy, teams are nested within a larger structure, which
they have a hand in shaping and refining. Holacratic organizations ratify a
constitution—a living document outlining the rules by which circles are created,
changed, and removed
3.  Leadership is contextual: In self-managed organizations, leadership is distributed
among roles, not individuals (people usually hold multiple roles, on various teams).
Leadership responsibilities continually shift as the work changes and as teams
create and define new roles.

What They’re Talking About When They Say...
A glossary of self-management terms, starting at the organization level and moving to the team and individual
levels.
•  TEAL ORGANIZATION: A new kind of organization designed to enable “whole” individuals (not narrow
professional selves) to self-organize and self-manage to achieve an organic organizational purpose.
•  HOLACRACY: The most widely adopted system of self-management, developed in 2007 by Brian Robertson.
Authority and decision making are distributed among fluid “circles” (defined below) throughout the organization,
and governance is spelled out in a complex constitution.
•  PODULARITY: A system of self-management in which each basic unit, or “pod,” is treated as a microcosm of
the whole business and acts on its behalf. Podularity has its roots in agile (defined below).
•  AGILE: A theory of management originating in software development. In an agile system of work, cross-
functional, self-managed teams solve complex problems iteratively and adaptively—when possible, face-to-face
—with rapid and flexible responses to changing customer needs.
•  CIRCLE: In a holacracy, a group of “roles”(defined below) working toward the same purpose; in essence, a
team that forms or disbands as the organization’s needs change.
•  CABAL: At the video game developer Valve, a multidisciplinary project team that forms organically to work
toward a major goal. “Voting with their feet,” employees create or join a cabal because they feel the work is
important.
•  ROLE: In a holacracy circle, a set of responsibilities for a certain outcome or process. Roles can be created,
revised, or destroyed; individuals usually have more than one, in multiple circles.
•  LEAD LINK: In a holacracy circle, the role responsible for assigning other roles and allocating resources. A
lead link has some characteristics of a traditional manager but is subject to the circle’s governance process.
•  CLOU: “Colleague letter of understanding”—at the tomato-processing company Morning Star, an agreement
crafted by each employee in consultation with relevant colleagues, outlining the employee’s roles along with
detailed performance metrics.

Exercise 1
1.  ¿qué caras tienes tú?
2.  ¿qué caras tiene vuestro equipo? ¿que caras son
fuertes? ¿y las débiles?

Exercise 2
Dibuja como queréis que sea vuestra organización

Team Intrapreneurship: some tips
1. Emotional Connection
•  Establish an emotional connection between people and the project, using
experiential dynamics.
•  Connect people with the greater purpose.
•  Connect the individual to the team and work on the emotional connections
within the team in order to create confidence within the team.
•  Build common goals within the team, together with actionable short-term
objectives.
•  Challenge the team to take actions that it has not taken so far.
Source: Dot S.Coop 2014

2. Action - Learning - New Action-
•  Establish a constant flow of action.
•  Reflect and learn from mistakes.
•  Leadership
•  Co-create with the customer.
•  Sessions and learning tools that will lead to future actions.
•  Constant challenges.
•  First steps of incremental innovation (learning-action-error / success-learning-
action)
Team Intrapreneurship: some tipsSource: Dot S.Coop 2014

3. Incremental Innovation
•  Co-create with the customer .
•  Search for new opportunities and improvements / clients.
•  Create new knowledge.
•  Implement the vision of the team.
•  Business model generation.
Team Intrapreneurship: some tipsSource: Dot S.Coop 2014

4. Disruptive Innovation
•  Collaborative Innovation Ecosystem.
•  Social Intrapreneurship. Social impact and transformation.
•  Start the Lean start-up model
•  Innovate in business models.
•  Focus on results.
•  Have a start-up mentality.
Source: Dot S.Coop 2014
Team Intrapreneurship: some tips

Food for thought - articles
•  D. Schawbel, FORBES: Why Companies Want You To Become An Intrapreneur
•  D. Schauwel, Entrepreneur: 3 Things You Don’t Know About Intrapreneurship
•  G. Deeb, Entrepreneur: Big Companies That Embrace Intrapreneurship Will Thrive
•  Richard Kneece, Wired: 10 Inspiring Examples of Successful Intrapreneurship
•  F. Gino & B. Staats, Harvard Business Review: Why Organizations Don’t Learn
•  G. Kawasaki: The Art of Intrapreneurship
•  D. Baer, Fast Company: The Motivational Power of Working in Pods
•  IESE in FORBES: Intrapreneur? How to ensure your business idea doesn’t get killed
•  Wolcott & Lippitz in MIT Sloan: The four models of corporate entrepreneurship.
•  Altringuer in HBR: A new model for innovation in big companies.
•  Krueger in Fast Company: The Rise of the Intrapreneur
•  Bernstein in HBR: Beyond the Holacrazy Hype.
•  Hamel in HBR: First, let’s fire all managers.
•  The Economist: Machine Learning.
•  Kotter in HBR: Accelerate!
•  Govindarajan in HBR: The innovation mindset in action. 3M Corporation.

Procesos intraemprendedores Mondragon Team Academy en MBA 201617

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Procesos intraemprendedores Mondragon Team Academy en MBA 201617

Similar to Procesos intraemprendedores Mondragon Team Academy en MBA 201617 (20)

More from Aitor Lizartza

More from Aitor Lizartza (20)

Recently uploaded

Recently uploaded (20)

Procesos intraemprendedores Mondragon Team Academy en MBA 201617