how big businesses can innovate like start ups through intrapreneurship
DESCRIPTION
Innovation is hard! Necessary, but hard. The number one reason why organisations fail at innovation is generally the organisation. Culture, systems, processes and behaviours can be the greatest inhibitor. Intrapreneurship (the pursuit of intrapreneurial behaviours but within the corporate setting) is an approach that allows organisations to exploit the creativity and talents within their organisation whilst in side-stepping the barriers.TRANSCRIPT
OPEN MIC : HOW BIG ORGANISATIONS CAN INNOVATE LIKE STARTUPS
CREATED BY: Mike Allen of Everything Brilliant (starts with an idea)
@Brillianttideas www.everythingbrilliant.co.uk
“Felix, here’s
an idea. How
about we get
you to the
edge of space
and you jump.
What do you
think”?
About me…..- Innovator- Speak, blog about and help organisations innovate- Partner in a idea management software business- I ‘walk the talk’ and share all my ideas online
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Why I share my ideas- All things are difficult before they become easy- While you can invent on your own, you can’t innovate on
your own- The idea is first and easiest step- People are significantly more likely to share their ideas with
you
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Hacked ideas- Brilliant Idea #207. How about tattoo ink that deliberately
fades- #172. TV Talent contest, but where the contestants busk in-
front of the public - #79. Hack the coffee stall. Mobile coffee stall with a stage for a
busker and the coffee comes free- #69. The special Christmas edition of a Mars Bar- #182. Pizza sandwiches
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Product ideas- Brilliant Idea #218. Deodorant that is activated by sweat- #204. A smartphone app that acts as a magnifier glass- #199. Digital signage for sporting events that shows local ads- #149. Man-kit button repair- #139. The 24 hour breakfast radio show- #90. Drone guards for road workers - #42. Idea Creche- #68. Facebook ‘Like’ point of sale for retailers- #24. Mobile drum machine
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Problem solving ideas- Brilliant Idea #198. Re-using the heat from the dishwasher to
dry the dishes- #122. Potbot (a robot that fixes cracks and potholes)- #99. Homes from decommissioned ships
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Better World ideas- Brilliant Idea #221 The 4 day work week in the summer
months- #194. Charging restaurants for food waste- #177. Rapid degrading packaging for cigarettes- #123. Turning abandoned buildings into urban forests- #102. Healthy workplaces. Making it as socially
unacceptable to come to work with a cold as it is to come to work drunk
- #44. Care Share
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
About you…..- You work for a mature organisation that has an innovation problem- You’ve innovated, but not consistently and not fast enough
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Innovation.....- Solves problems for individuals, organisations and communities- Delights us and improves our lives - Makes fortunes, generates value and drives growth- Is the ultimate human resource - Innovation has never had a greater currency (but the speed at which innovation can become obsolete is faster than ever)
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Innovation is simple,
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
BUT...it isn’t EASY...
The innovator’s paradox“Survival today requires coherence, co-ordination and stability. Survival tomorrow requires the replacement of those erstwhile virtues”
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
InnovationIs even harder…
Disruptive
“if you are doing disruptive innovation…expect to be misunderstood for a very long time”
Jeff Bezos, Amazon CEO
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
“really innovative ideas are roughly indistinguishable from dumb ideas”
Jocelyn Goldfein
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Disruptionis
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
It doesn’t have to be a
It isn’t always start-ups disrupting established industries and business models
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
The disruptors will eventually
be disruptedCopyright Michael Allen, EverythingBrilliant.co.uk 2014
Self-disruptionIf you are one of those established organisations it doesn’t mean that it’s a lost cause.
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
The Dutch company Seats to Meet disrupted themselves by stopping charging and made it free!
http://theserendipitymachine.com
Self-disruption-ishRemoved sweets and chocolates from the queues at their checkouts
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Intel stopped sourcing components from countries in conflict
Telsa would not sue for copyright infringement if their technology was being used in ‘good faith’
Disrupting InnovationHow does your organisation innovate?
Every organisation innovates, but although ideas may come from customer feedback or listening to employees, most innovation comes from the senior team. You won’t disrupt this way!
Open Innovation platforms source ideas and solutions from the public – normally in return for a prize
platform
networks
consultancy
Others hire a consultant or R&D or creative agency who might then form a network of people to develop ideas, but of course the problem is generally in the execution not the ideas so if you rely on business as usual execute your likely to get more of the same
Ideas Management
Increasingly they are inviting staff and customers to submit ideas and the organisation decides which to keep and progress
This model brings networks of innovators but inside the organisation
?
platform
networks
How?The pursuit of entrepreneurial behaviours in the corporate setting
Intrapreneurship
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Where...
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Who are your Intrapreneurs?
Inquisitive Spice
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
High-risk Spice
DisagreeableSpice
CreativeSpice
Mover & ShakerSpice
What’s essentialThe conditions that are needed for intrapreneurship to work;- Commitment from the Business Leaders- Money to develop the ideas- Governance - Guidance. …. Which leads me to the Canvas
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
The Idea 2 Innovation Business Model CanvasWhat is it and how does it work(and what isn’t it…it isn’t a process, or bit of software – software can help, but first and foremost it’s an approach)
The next four slides introduces the canvas, which as I said, is the dry bit
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
IdeaDescribe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult.
FunctionWhat problem does your idea solve?
SolutionHow does your idea solve the problem?What are the key features?How does it work?How does it differentiate between other existing solutions?What makes your idea valuable and compelling?
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Idea Owner: ______________________________Date: __________
i2i Business Model Canvas
GO / NO-GO
Idea
Key Activities
Commercial
Alignment
Key
Resources
How does this idea link to the organisation’s strategic objectives?
Idea to Prototype
Strategic
Alignment Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult.
What are the key activities that need to be done to develop this idea
How does this idea align to the organisation’s commercial objectives? Who is the target user?How much money will it make / save
Other than you and your team, what resources do you need to develop this idea
FunctionWhat problem does your idea solve?
SolutionHow does your idea solve the problem?What are the key features?How does it work?How does it differentiate between other existing solutions?What makes your idea valuable and compelling?
Idea Owner: ______________________________Date: __________
Help Help
HelpHelp
i2i Business Model Canvas
GO / NO-GO
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Idea
Key Activities
Commercial
Alignment
Key
Resources
How does this idea link to the organisation’s strategic objectives?
Idea to Prototype
Strategic
Alignment Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult.
What are the key activities that need to be done to develop this idea
How does this idea align to the organisation’s commercial objectives? Who is the target user?How much money will it make / save
Other than you and your team, what resources do you need to develop this idea
FunctionWhat problem does your idea solve?
SolutionHow does your idea solve the problem?What are the key features?How does it work?How does it differentiate between other existing solutions?What makes your idea valuable and compelling?
Socialising your idea
Some ideas will run out of steam and never get socialised. The idea raiser is better informed for next time
Socialising your idea will prompt questions / insights / improvements so this will be an iterative process before submission for a go / no-go decision
GO / NO-GO
Idea Owner: ______________________________Date: __________
Help Help
HelpHelp
i2i Business Model Canvas
GO / NO-GO
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Idea
Key Activities
Commercial
Alignment
Business case
to prototype
Prototype
Key
Resources
How does this idea link to the organisation’s strategic objectives?
Idea to Prototype
Commercialise
Strategic
Alignment Describe your idea in less than 140 characters. If you are finding this simple task difficult, the rest of this process will be difficult.
Do we have the right distribution partners? Our key Partners are:
What are the key activities that need to be done to develop this idea
How does this idea align to the organisation’s commercial objectives? Who is the target user?How much money will it make / save
Other than you and your team, what resources do you need to develop this idea
Build
Build the innovation taking into account the findings from the prototype
Perform the prototype / test and record the results. Did it meet the expectations in the business case?Do you need to recalculate the business case? Are your target users involved in the testing?
What’s the business case to prototype the idea?What will it cost?Who will sponsor it?Do we have the appropriate partners in place to test it?Is the funding in place?
FunctionWhat problem does your idea solve?
SolutionHow does your idea solve the problem?What are the key features?How does it work?How does it differentiate between other existing solutions?What makes your idea valuable and compelling?
Socialising your idea
Some ideas will run out of steam and never get socialised. The idea raiser is better informed for next time
Prototype to Innovation
Socialising your idea will prompt questions / insights / improvements so this will be an iterative process before submission for a go / no-go decision
GO / NO-GO
GO / NO-GO
Idea Owner: ______________________________Date: __________
Help Help
HelpHelp
i2i Business Model Canvas
Help
Help
GO / NO-GO
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
First steps- Find your intrapreneurs- Challenge them- Support and mentor them
(or get them help and support)
- Don’t stop. This takes time
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
Final thoughtsConnect to me if you want to know more @BrillianttideasSkype me, m1chaelallenFollow my blog everythingbrilliant.co.uk and download the canvas, http://everythingbrilliant.co.uk/i-2-i-business-model-canvas/Thank you
Copyright Michael Allen, EverythingBrilliant.co.uk 2014
OPEN MIC : HOW BIG ORGANISATIONS CAN INNOVATE LIKE STARTUPS