conociendo el toolkit "los guerreros del cubículo". -pablo handl y luciana shirakawa
DESCRIPTION
Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor SocialTRANSCRIPT
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INTRAPRENEUR
— SHIPDesigned by Cria Global, Liga OP and Impact Hub
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CHECK IN:DYNAMIC
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GAME CHANGERSThe Future of Business
A global network of connected communities with the goal of enabling businesses and projects collaboratively.
Free Webinar about what is intrapreneurship and how large companies are innovating and creating new growth platforms and better leveraging the momentum of their intrapreneurs.
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A strategic and educational consultancy that helps organizations design businesses promoting innovation, shared value and intrapreneurship.
Network of intrapreneurs from various sectors and organizations, change agents in the form of doing business.
40 people - 25 companies
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WE LIVE IN TIMES OF HIGH UNCERTAINTY AND RAPID CHANGES
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THE NEXT100 YEARS WILL BE WORTH OVER 20.000
Technology is growing exponentially and
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9.5 BILLIONThe global population will reach
in 2050
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than nature regenerates annually
WE ALREADY USE 1.5 TIMES MORE RESOURCES
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ONLY SPECIESWe are the
generating waste
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Health, education and income have the greatestimpact on satisfaction
ON AVERAGE, THE WORLD BECAME LESS HAPPY IN THE LAST 30 YEARS
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BESIEGED
The current model of capitalism is
FUTURE OF BUSINESS
We need to rethink the
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FRAGMENTEDVISION
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FRAGMENTEDVISION
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Assemble things in a new wayINNOVATION
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CREATIVE CHALLENGE
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WHAT IS THE DIAMETER
OF EARTH?
13.000 km
42.000 kmb)
125.000 km
500.000 kmd)
a)
c)
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13.000 km42.000 kmb)
125.000 km
500.000 kmd)
a)
c)
WHAT IS THE DIAMETER
OF EARTH?
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WHY
IS IT RELEVANT?
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75%of the 500 largest companies in the world in 2020 do not yet exist *
* Fonte: Capitalismo na encruzilhada, Stuart Hart
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WHAT HAPPENS IF YOU DON’T INNOVATE?
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HOW DO SOCIAL CHALLENGES AFFECT YOUR BUSINESS?
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ARE YOU ATTRACTING AND RETAINING THE BEST TALENT?
The newgeneration seeks:• liberty, autonomy, freedom• quality of life• less is more• well being• invest in their own learning in
education and international experiences
• seek meaning and spark in life
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AUTONOMYMAESTRY PURPOSE
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FUTURE OF BUSINESS• Global Connectedness but street wise
- locally embedded
• Shared value in its core- purpose, impact, ecosystem builder
• Innovation through collaboration- open architectures, diversity, innovation from the edges, explores the pockets of innovation that already exist
• People driven - leadership, talent, activates the best people and the best in people
• Beyond strategy, they build cultures to cultivate entrepreneurial and innovativeway of being
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WHAT IS
INTRAPRENEURSHIP?
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INTRAPRENEURSHIPMODEL
Cha
llen
ges
as b
oost
for
inno
vati
on
Intrapreneurship Innovation
Individual Characteristics
Organisation's Internal Environment
ExternalPartners
Individual Results
Social Impact
Results For The Company
IndividualComparison
Comparison Between Companies And Sectors
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INTRAPRENEURSHIP TRANSLATE CHALLENGES INTO BUSINESS OPPORTUNITIES.
Market Pressure Points
The SocialChallenges
The PeopleChallenge
Intrapreneurs see things differently.
HOW?
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SOCIAL CHALLENGE:• Only 20% of the population in
Kenya had access to bank services
INNOVATION:• M-Pesa: A mobile bank system.
Nick Hughes and Susie Lonie are successful today in this sector
IMPACT:• 17 million new clients, R$47
million transactions per day
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SOCIAL CHALLENGE:• Tsunamis affecting millions of
people
INNOVATION:• Life, Health, Housing and
Accidents Microinsurance
IMPACT:• Millions of new clients
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SOCIAL CHALLENGE:• High unemployment among
young people to find their first job
INNOVATION:• Space of learning and sharing
for young people: entrepreneurship, design, logistcs and capabilities for the work
IMPACT:• Lots of new people working on
the value chain of Coca-Cola
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SUSTAINABILITY IN INSURANCE - A STRATEGY FOR GROWTH AND PERPETUITY
Start
Growth
Maturity
Growth
Crisis
New Growth Platform
Business Reorganisation
Bankruptcy
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INTRAPRENEURSCHARACTERISTICS• Curious, wrestles
• Purpose driven• Understand the core of the
business• Persistent and ambitious• Collaborative and recruiters• Proactive and creative• Activate mentors• To them, the company is a tool
to realize their ambitions
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THE INTRAPRENEURSJOURNEY
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THE INTRAPRENEURSJOURNEY
INSPIRA-TION
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THE INTRAPRENEURSJOURNEY
INSPIRA-TION
DESIGN
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THE INTRAPRENEURSJOURNEY
INSPIRA-TION
DESIGN
LIFT
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THE INTRAPRENEURSJOURNEY
INSPIRA-TION
DESIGN
LIFT
PROTO-TYPE
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THE INTRAPRENEURSJOURNEY
INSPIRA-TION
DESIGN
LIFT
PROTO-TYPE
SCALE
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CULTURE OF INNOVATION
THROUGH INTRAPRENEURSHIP
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DIALOGUE
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DIALOGUE
AUTONOMY
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DIALOGUE
AUTONOMY
CALCULATED RISK
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DIALOGUE
AUTONOMY
CALCULATED RISK
IDEAS FIRST, BUT THEY ARE NOT ENOUGH
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DIALOGUE
AUTONOMY
CALCULATED RISK
IDEAS FIRST, BUT THEY ARE NOT ENOUGH
STARTUP THINKING
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?
ANY DOUBTS?
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MY PROFILE
MY ACTIONS
MY ENVIRONMENT
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ORGANIZATIONAL
ENVIROMENT
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POCKETS OF INTRAPRENEURSHIP
SPLIT INTO GROUPSOF 2 AND INTERVIEW EACH OTHER.
Where do I see, perceive pockets of Intrapreneurship aspects in my company?
20 MINS.
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PRESENTATION
HOW DO YOUR COMPANY, IN RELATION TO THIS INTREPRENEURIAL
ENVIRONMENT, LOOK LIKE?
10 MINS.
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AT WHICH STAGE OF DEVELOPMENTIS MY COMPANY?
SLEEPINGGIANT
"Wake Up!"
UNDERCOVER GUERRILLA
"Get Official!"
JUSTTALK
"Make it Happen!"
POTENTIAL GAME CHANGER
"Master and Scale"
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BIGGEST CHALLENGES / ACTIONS
SLEEPING GIANT
"Wake Up!"
•Raising awareness
•Bring Sense of emergency
•Show what others (leaders) are doing
•Getting people out to see other things
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BIGGEST CHALLENGES / ACTIONS
UNDERCOVER GUERRILLA
"Get Official!"
•How to involve / engage senior management?
•Create opportunities / involve management talk more on the subject
•Identify within the top management who can make that change (gateway)
•Map and give visibility and support for initiatives
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BIGGEST CHALLENGES / ACTIONS
JUST TALK
"Make it Happen!"
•Make it Happen
•Get in Planning
•Commitment, money and time
•Commercial Director must find interesting
•Try to link the initiative with a known need (connected to mainstream business)
•Learn from who did it (go deep)
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BIGGEST CHALLENGES / ACTIONS
POTENTIAL GAME CHANGER
"Master and Scale"
•How the initiative connects to the core business?
•Commercially Viable (look for alternative ways to fund it)
•Make the Initiatives sustainable and relevant to the companies
•Make projects that have already happened scalable
•Put into practice other projects (or have space project was one shot?)
•Do not settle, connect with others who are in the same sphere
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PARTICIPANTS MOVE TO ANOTHER TABLE
•What opportunities emerge fromthat level my company is in?
•What is the culture?
•What are the aspects that are enabling factor and what are the blockers. Are the founders an inspiration as enablers?
XX MINS.
OPPORTUNITIES AROUND WHERE YOU ARE
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MYPROFILE
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WHAT ROLE DO I PLAY?
THINKER DOER ENGAGER• writes
• conceptualizes (has to be bulletproof)
• systematizes
• prepares
• talks well with top management
• rational
• safe
• ideas well structured
• puts resources
• finds money
• doesn't ask for permission
• courage to make things happen
• only happy when see things happening
• no convincing others
• he prefers to do it then to study how its done
• talks about what he already made
• speed to get things done
• makes connections
• risk free
• can see connections
• conversation very
• know what's going on in the company
• knows people
• knows moments/timing of things
• knows how to accomodate issues inside the big corporate calendar
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THINKER, DOER, ENGAGER
WHAT IS YOUR PROFILE ANDYOUR ROLE IN DRIVING
INTRAPRENEURIALLY INITIATIVES?
•Each profile meets with their peers.•Show, the best of each profile
and it’s profile
30 MINS.
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MYACTION STEPS
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MY ACTION STEPS
Join with your peers (3 of each archetype)
• What are the possible actions they could do in their companies?
• Who are the other two (complementary archetypes) within your company?
30 MINS.
Connect WHO YOU ARE withWHAT HAS TO BE DONE in your company
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MY ACTION STEPS
• Each person with your own company peers
• Which Change Initiave that you are envolve with has the innovation to drive change?
• What are 3 action steps the participants can take based on the environment and my profile / qualities.
• How could their initiative be a change agent tool?
30 MINS.
Connect WHO YOU ARE withWHAT HAS TO BE DONE in your company
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STAKEHOLDER MAPPING
• Mapping stakeholders: who are the people influence your decisions and how are they relation to your project, and its an assessment tool.
• It can be used as action map. I want this guy to shift from here to there for example.
20 MINS.
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MYLEARNING COMMUNITY
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• Peer learning communities and across organization.
• Startup kit for circles.
• Role of Impact Hubs as host for circles and activities.
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IMAGINAL CELLS
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THE 80/20 PRINCIPLE:a small percentage of the population does most of the work
Malcolm Gladwell The Tipping Point: How Little Things Can Make a Big Difference
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"WHEN THE NUMBER INCREASES BEYOND 10%, THE IDEA SPREADS LIKE FLAME"
SCNARC Director Boleslaw Szymanski, the Claire and Roland Schmitt Distinguished Professor at Rensselaer
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3 KEY MESSAGES
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imagem da alavanca que representa o
intraempreendedorismo
(Qual é essa imagem?)
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