Social Intrapreneurship: Circle of Intrapreneurs Bucharest
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The document discusses the transformation of organizations through intrapreneurship, highlighting the importance of collective intelligence and innovation within companies. It emphasizes the need for adaptable organizational structures that foster creativity, involve diverse stakeholders, and support social responsibility while generating commercial value. Additionally, it outlines various strategies and programs for implementing intrapreneurship, including training, funding, and collaborative initiatives aimed at addressing social and environmental challenges.
Social Intrapreneurship: Circle of Intrapreneurs Bucharest
- 1. Reinventing Organizations Through Intrapreneuship Autors: Emanuele Musa, Arnaud DeMarie, Eliza Angeli Cozman Part 2
- 2. You can ask me about collective intelligence, creating ventures, and social innovation. I am not a fan of Pilaf.
- 3. THE INTERNET 1998 1 millions users 2005 1 billion users 4.3 billions users
- 4. the Internet accounts for 3.4 % of GDP across the large economies that make up 70% of global GDP. THE INTERNET
- 8. Era of Mass innovation • Robotics • AI • IoT • AR/VR • Drones • 3D Printing • Block chain
- 9. 88% of the companies that were listed in Fortune 500 in 1955 out of the market
- 10. Corporate - startup collaborations of corporates believe startups have a positive impact on innovation80%
- 12. Organizations are getting there… of multinational companies see a value in opening their innovation process to internal & external stakeholders.83% Who are these stakeholders? Employees Clients Universities Partners & suppliers Local Authorities Startups & SMEs Research Labs 81% 70% 70% 62% 54% 32% 30% 17% Multinationals
- 13. “To create an organisation that is adaptable and innovative, people need the freedom to challenge precedent, to „waste’time, to go outside of channels, to experiment, to take risks & to follow their passions.” Gary Hamel Management Expert Intrapreneurship is not a 1 off program
- 14. 1968: Spencer Silver 1974 >> Dr. Arthur Flry
- 15. Paul Buchheit
- 16. Steven Spielberg Free classes, from script development to pitching, and present them in front of the company’s executive team who will listen to their ideas and put them into developmentKen Kutaragi
- 17. “The company of the future will look very different from the tight-rein, centralized management approach of today. Organizations that thrive will embrace democracy, loose hierarchies, and will focus on improving collective intelligence amongst their teams.” Professor Thomas Malone | MIT
- 18. A new paradigm is emerging
- 19. Richard Teerlink Employees receive part of the company profit Co-create vision of the company with employees through Unions Eliminated fixed teams and created natural working circles
- 20. Bill Gore Make money and have fun! Employees are defined as “Associates” with shared profit 6 months integration period to find the person’s Sweet spot Associates are assigned a mentor to help them with personal development Make natural leaders emerge
- 21. Autonomous & Self-managed Teams No Power Hierarchy No formal Job Description or Job title
- 22. Hierarchical decision making Consensus • Endless discussion • Dilutes responsibility PEER ADVICE PROCESS Anyone in the organization can make any decision…but you need to get Expert Advice Decision Making
- 23. 1. Write a letter to give you a % increase 2. Every factory chooses a committee in the election 3. The committee arranges all the letters 4. The committee advises only but you take full responsibility 5. All information is open to the public
- 24. Retire a Little Up’n Down Pay Work-n Stop Plan “We adapt to our employees’ needs so they can pursue their self-interest and fulfill the company’s agenda at the same time. While they’re busy satisfying themselves, they’ll satisfy the company’s objectives, too. They succeed, we succeed.” Ricardo Semler, The Seven-Day Weekend
- 25. Level 1 Engage Options Activator Create Being Visionary Innovate Inclusion Charismatic Nurture Others Servant Compensate Balance Transactional Confront Blame Controller Level 2 Level 3 Level 6Level 5Level 4 Level 7 Avoid Self Abdicator ACTION FOCUS LEADERSHIP STYLE AnabolicCatabolic ENERGY LEVEL GrowthFixed MINDSET Fostering consciousness
- 26. Ego-free meeting Every time I feel conflict, the person in charge will undertake a very simple job of ringing the bell Employees’Mindfulness
- 30. Purpose beyond profit “Every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders: including shareholders, employees, customers, and the communities in which they operate.” Larry Fink, CEO, BlackRock
- 31. Profit is like the air we breathe. We need air to live, but we don’t live to breathe.
- 32. The era of mass consumption
- 34. …If we burn all the oil left, we would exceed of 5 times the limit of +2°
- 35. The age of Limits
- 36. MORE LIMITS: Sand, phosphorus, metals & minerals
- 37. Through we can achieve the triple bottom line: Economic Viability Environmental Quality Social Equity Prof. Muhammad Yunus • Nobel Prize Winner • Board at the Grameen Bank • Expert in Microcredit
- 39. FairPhone (Netherlands) Bas van Abel Columbite-tantalite • Extraction: Conflict for Materials • Design: longevity and reparability • Production: fair treatment • Disposal: responsible recycling
- 40. • Styrofoam is non-biodegradable, non-recyclable & it takes 500 years to decompose it; • Styrene leaches into foods and drinks served in Styrofoam containers; • Styrofoam products fill up 30 percent of our landfill space; Source: Earth Resource Foundation
- 41. EcovativeDesign (USA) Eben Bayer & Gavin McIntyre
- 42. EcovativeDesign (USA) Eben Bayer & Gavin McIntyre Grow high-performance, cost- effective & sustainable materials
- 43. Big business must take a Side
- 44. I hope corporations will dedicate a percentage of their top innovators’ time to issues that could help people left out of the global economy… It is a focused use of what your company does best. It is a great form of creative capitalism, because it takes the brainpower and … dedicates some of it to improving the lives of everyone else.
- 45. Global problems need global solution 9 billion people Increasing inequalities Environmental crisis Technological disruption
- 46. Simon Berry
- 47. Myriam Sidibe Global social mission director of Lifebuoy soap Tamara diCaprio Reportingto make every BU fiscally accountable for its energy consumption
- 48. Win Sakdinan Future Friendly initiative Save energy, water and packaging Kevin Cope Acumen + Courses Mooc Platform for social good!
- 49. “...the prevailing approaches to CSR are so fragmented and so disconnected from business and strategy as to obscure many of the greatest opportunities for companies to benefit society. If, instead, corporations were to analyze their prospects for social responsibility using the same frameworks that guide their core business choices, they would discover that CSR can be much more than a cost, a constraint, or a charitable deed—it can be a source of opportunity, innovation, & competitive advantage.“ Michael Porter
- 50. Who are the Social Intrapreneurs? They aim to generate entirely new forms of commercial value through significant innovations in products, services, processes or business models for their employers. Take direct initiative for innovations that address social or environmental challenges while also creating commercial value for the company. They leverage existing infrastructures and organisational capabilities to deliver social value on a large scale.
- 51. Ambitious for social change Take risk Understand business & sustainability goals Resilient: fight criticism & challenge status quo Work across sectors Never stop learning, innovating & simplifying
- 52. Green chemistry Reduce petrol usage Water sustainability Affordable technology transportation in urban areas 'Water-Less Jeans', Many employees are already accelerating culture change and organizational transformation… they just need help and visibility.
- 53. Intrapreneurship requires a Safe environment where people trust each other, it’s safe to take initiative, test and fail.
- 55. London San Francisco Chicago Geneva Mexico City Dublin Cape Town Pittsburgh Singapore New Delhi Toronto Washington DC Zurich Paris Johannesburg Boston Auckland Casablanca Dubai New York City Quito Sydney Amsterdam Colombo
- 56. What’s the Plan? What’s in the menu? :-)
- 57. How can you play a role? Discover your purpose
- 58. How to get Started with intrapreneurship? Even the most compelling evidence for socially responsible initiatives needs to be translated to align and enhance existing strategic initiatives within your company
- 59. Wanna learn more about Reinventing Organization?
- 61. Understand the problem Build the right thing Build the thing right Human Centered Approach to Innovation
- 62. Run a 3 months acceleration program • 3-6 months long, outside the company (coworking) • Give intrapreneurs 100% time to work on Product development + Customer acquisition. • Goal: product-market fit! • Format: assignments + online & offline mentoring Run a 2 months incubation program • 2 months long • Give 20% of the time to work on project • Focus: Strategic planning, Validation, Prototype, test • Goal: get business case! • Format: master classes, assignments + online & offline mentoring Launch open Research & ideas competition • Empathize: engage people in a psychological & emotional level • Define: Gather all data from first stage to define the problem. • Ideate: ideation sessions Selection criteria are KEY Run campaigns to present the program & philosophy behind • Organize inspiring presentations to engage people in a psychological & emotional level • Define: Gather all data from first stage to define the problem. 1. Recruitment DIVERGING FOCUS CONVERGINGAWARENESS 3. Hackaton2. Open Ideation 4. Incubation 4. Proposal5. Acceleration Host a 2/3 days Bootcamp or Hackaton • Board members involved to gain confidence and get key feedback • Further research, personas, ideation, value prop canvas, refinement, BMC, prototype, • Output: BMC + prototype + Customer Journey How to - Intrapreneurship Programs
- 63. Accelerator program for aspiring social intrapreneurs. Each cohort involves 15 employees from 4 countries; there are 20 days of training over 4 months, which participants follow in parallel with their usual job. They are allocated 20% of their time to develop the projects, which address issues such as disability, employment integration, responsible consumption & climate change. People’sLab4Good Tomorrow’s Markets Incubator Social Innovation Facility Pearson has invested more than £2.5 million in its Incubator, which provides teams of intrapreneurs with amounts between £30,000 and £250,000 depending on which stage they are in. This seed funding can be used to conduct deep consumer research, develop operating models and financial plans, build product prototypes, and eventually pilot ventures with learners and customers. Barclays launched a £25 million Social Innovation Facility that provides intrapreneurs with an average of £500,000 to help get their ideas off the ground. Barclays teams participate in the Intrapreneurs Lab, which provides 3 days of intensive residential training from proven intrapreneurs, followed by 3 months of coaching on the venture development process, leadership, and resilience. Powerful Programs
- 66. [email protected] “Innovation is not about solo genius, it’s about collective genius.” Linda Hill – Harvard Professor THANK YOU