leclerc wshop intrapreneurshipconference dec2013

COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION

CAN CORPORATE INNOVATION EVENTS BE THE DRIVER FOR CHANGE?How to put an intrapreneurial Bootcamp in place within your companyOlivier Leclerc, Director Innovation & Intrapreneurship

@setolivier | #bell_labs | #alcatel_lucentIntrapreneurship Conference - Dec 12th, 2013


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AGENDA

• Alcatel-Lucent experience about intrapreneurship Motivation / Rationale

Program details

Key learnings – after 5 years running BootCamps -

• A systemic approach

•Moving forward – getting into action


• Year 2004:

‘‘Therearealot of great ideasinthiscompany…butformanyreasonsthesegreatideasdrop off the table,sothechallengebecamehowdowecreateacultureofinnovationwherepeoplefeelempoweredtofollowthroughontheirideas’’

BusinessPlantrainingforresearchersbut…

• Year 20061stBootCampwith multidisciplinary teams aroundresearchideasinBelgium

• Year 2008:BootCampconceptinFranceopen to all employees

• …andsoon

ORIGINS


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Défi ENTREPRENDRE BRINGING ENTREPRENEURSHIP INSIDE

Entrepreneurial Boot Camp

“Innovation is the responsibility

of every employee in the company”


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ENTREPRENEURIAL BOOT CAMP SPREAD, STIMULATE & CONCRETIZE AN ENTREPRENEURIAL SPIRIT WITHIN ALCATEL-LUCENT

CREATE VALUE FOR ALCATEL-LUCENT THINKING ‘OUT-OF-THE-BOX’

PROVIDE PERSONAL DEVELOPMENT OPPORTUNITIES FOR ALCATEL-LUCENT EMPLOYEES

OBJECTIVES

What is it?


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Inspiration

Call for Ideas: Idea Submission & Employee Collaboration

Team Building, Dating Event (F2F & online)

Creation of Business Plan:

training/coaching at #locations

Pitch at local & global final event (MC)

Incubation

Ventures ?


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MAKE IT A CHALLENGING ONE

LINKED TO CORPORATE STRATEGY


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• Call for Ideas by CEO

• Give on-line feedback, during employee collaboration

• Presence at Final Event

• Overcome silo-mentality, not invented here-syndrome

INVOLVE THE WHOLE ORGANISATIONFROM CEO …


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COLLECTING IDEAS

Web site : http://all.alcatel-lucent.com/defi-entreprendrehttps://engage.alcatel-lucent.com/groups/defi-entreprendr

Follow us on Twitter : http:\\twitter.com\ALU_Defi

https://all1.us.alcatel-lucent.com/bell-labs/defi/Documentation/Pages/News-equipes-S5.aspx

https://engage.alcatel-lucent.com/groups/defi-entreprendr

http://www.twitter.com/ALU_Defi


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THE ENTREPRENEURIAL BOOTCAMP INNOVATION BOARD

INNOVATION BOARD(SelectsIdeas&teams,Supportparticipants&ActaspartofFinalJury)

President : Pascal HOMSY (CEOAlcatelLucentFrance) Hélène SALLIC (Corp.Strategy) Didier BERTHOUMIEUX (BellLabs/Corp.CTO) Jean-Luc BEYLAT (BellLabs) Philippe BAUD (GlobalAccountOrange) Jérôme LE MOUEL (HR) Christophe BEJINA (Networks/Wireless) Thierry BONNIN (Enterprise) Laurent LE GOURRIEREC (BellLabs/Corp.CTO) Caroline DIQUELOU (CorpMarketing,Strategy&Comms) Karine CALVET(CUFrance/Sales/Verticals) Mercedes MARTINEZ MARTIN (EMEAApplication

Enablement) André MECHALY (Solution&MarketingCUFrance) Vincent MOREAU (Networks/Video) Pascale THORRE(BellLabs/BusModelling) Vincent LARA(Corp.Finance) Dominique VINCENT (Procurement&DesigntoCost)

Board Secreatry : Olivier LECLERC (BellLabs)


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Inspiration

Call for Ideas: Idea Submission & Employee Collaboration

Team Building, Dating Event (F2F & online)

Creation of Business Plan:

training/coaching at #locations

Pitch at local & global final event (MC)

Incubation

Ventures ?


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THE TEAM


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THE CAPTAINSCOUTING ENTREPRENEURIAL TALENT


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• Cut the red tape

• Do not try to decide based on consensus

• Projects that deserve support should be quickly expedited

INNOVATION BOARD

• Good cop – Bad cop

• Trust

• Another view, not company-biased

• Business school, VC, Business Angel, …

INVOLVE AN EXTERNAL PARTY


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ENTREPRENEURIAL BOOTCAMP 'ACTIVE'PHASE

Intensive learning program in partnership with top-ranked French business school

MODULE 1 (2,5 days) MODULE 2 (2,5 days)

• Entrepreneurship essentials • Legal aspects• Entrepreneurial strategy

• Innovation, Creativity• Workshop Business Plan review

Support for the project team by ULYSSCO

• Team coaching by entrepreneurs; one coach by team.• Active participation during all the process

Internal support

• Individual training in eLearning, Training on intellectual property aspects• Internal mentoring by alumini, Club Défi…


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FACE-TO-FACE IS KEY

PROCESS


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CREATING THE BUSINESS PLAN

rolloutplan

team profile

businessmodel

businesscase

Business Opportunity Plan

financial roadmapbusiness modelroadmap

action/ work plan (short/ medium term)

team & competencies

roadmap

I

III

II

IV

business model format

customer value curves

technology evolution path

competitive arena

go to market strategy

value chain

earnings modelvalue proposition

cash curve

Time to Market/ Time to Profit

mile stone planning

are you an entrepreneur?team roles

competencies profiles& gap analysis

alliance/ cooperation profile

path for validating assumptions


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ENTREPRENEURIAL BOOTCAMP FINALEVENT


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Expressionof Ideas

Development of

Business Plan*

ConnectIdeas &People

People(ALU employees)

Ideas

Innovation Board (management ALU)

Jury = Innovation Board

& ‘external’ investors

Idea Owner‘Dating Event’ Training

"ENTREPRENDRE"

VentureExterne

InformationSelection of 15 idées

Selection de 7 teamsof 4 people

Identificationof Mentors

‘Final Event’

ProjetBD

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Recommendation to incubate (or

not)

- prototype - customer interest- market validation

* With ESCP Europe Business School + Coaching of teams

by serial Entrepreneurs

1 2 32 3

Focus on Implementation and Business Development

THE ENTREPRENEURIAL BOOT CAMPOVERVIEW - THE 4 MAIN STEPS

How doesit work?

How doesit work?


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KEEP INNOVATING THE INNOVATION PROCESS

EMEA BOOT CAMP


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INNOVATION FUNDCREATEDSEPT2009

As to : - - Buy equipment + pay for

service (POC)- - Allow / enable some team

members to work 100% of their time on the project for a limited and defined period

=> Help concretize the proposition

Eligible projects are high-rated ones after BC

Recommendation to incubate (or

not)


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ENTREPRENEURIAL BOOTCAMP SOMEKEYSUCCESSES

Augmented Reality services (forsmartphones)fundedby Innovation Fund from Jan til Dec 2010Transferred to , an Alcatel-Lucent company on Jan 2011Commercial contracts (hundreds k€)

MOSAR became Alcatel-Lucent ‘Alternative Energy Program’Energy-autonomous wireless base station Commercial contracts (M€)

MOSAR

Service for Smart Sharing and Enrichment of VideosTransfered to Alcatel-Lucent Entreprise – Now part of OpenTouch Video Store product lineGold prize at Intranet Innovation Awards 2011


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KEY LEARNINGS

• EMPLOYEES ENGAGEMENT & CULTURE CHANGE

• NEW IMAGE OF THE COMPANY

• FIRST REVENUES FROM THE BOOTCAMP PROJECTS

• DIVERSIFICATION OF THE PRODUCT PORTFOLIO


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• Business as usual

• Career switch

• Leaving the company

WHAT HAPPENS TO PEOPLE AFTER?


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From lively RSA Animate (http://www.thersa.org ), adapted from Dan Pink's talk at the RSA

RE-ENCHANTING EMPLOYEES

http://www.thersa.org/


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BOOTCAMPERS are ALU BUCCANEERSCourtesy of

PHILIPPE MEDA - @Merkapt


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GERD LEONHARD, MediaFuturist.com @gleonhard

BOOTCAMPERS AS CHANGE AGENTS


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ADDITIONAL LEARNINGS /THOUGHTS

• Set a few KEY objectives for the program

• Get full support from key executive => as to contain Company antibodies

• Build a BPlan of your initiative

• Set and publish clear rules of engagement

• Involve external parties => they are change catalysers Business School

Business Angels / VCs

• Have your leaders/sponsors live the experience => the only way to convince them progressively and actually change culture

• Communicate !!! Keep on putting some extra energy Posters, Newsletters, flyers, videos

Testimonials, specific sessions


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ADDITIONAL LEARNINGS /THOUGHTS

• Use the system (eg. use training budget or Com budgets)

• Embark HR + other support entities (Purchasing Dpt, Legal Dpt) Find sponsors / supporters in each and every entity

• Valorize successes but also any other actions Tell the truth !

• Make the program viral Community management – scale it up – make it ‘sticky’ Use Bootcampers as ambassadors but also in other spaces / areas

• Have the initiative evolve (innovating innovation) and be complemented evaluate and learn from past editions Iteration is Key

• Manage expectations !

• Define / clarify exit options for teams

• See yourself as an intrapreneur :D


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Innovation

Business

Governance

People

Culture

Management

…. INTRAPRENEURSHIP DEALS WITH A SYSTEMIC APPROACH


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Innovation

Business

Governance

People

Culture

Management

EXAMPLES OF CONCRETE ACTIONS

• Accelerate projects Go-to-market

• Improve post program follow-up

• Projects funding

• Develop and encourage innovative behaviors

• Capitalize on community

• Improve Innov Board composition

• Optimize information & decision processes

• Strategic positionning of the intrapreneurial program

• Clarify engagement rules• Selection of projects / criteria

• Develop links with HR• Develop competences• Valorize talents

• Promote inititative and gain midldle management support

BootCampFoundation


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MOVING FORWARD

• Whatdefinesanintrapreneur?

• Whatcanhe/theybringtoyourorganization?

• Ifyouwouldstartanintrapreneurshipprogram,whatwouldbetheprimaryfocus?Why?

• Whowouldbeyoursponsors?(Matrixofinfluence)

• Exercise:

3minpitchtoyourCEOorbestsponsor


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INTRAPRENEUR'S 10 COMMANDMENTS BY GIFFORD PINCHOT (1985)

• Ask for advice before asking for resources.• Express gratitude.• Build your team; intrapreneuring is not a solo activity.• Share credit widely.• Keep the best interests of the company and its customers in mind, especially when

you have to bend the rules or circumvent the bureaucracy.• Don't ask to be fired; even as you bend the rules and act without permission, use all

the political skill you and your sponsors can muster to move the project forward without making waves.

1. Come to work each day willing to be fired.2. Circumvent any orders aimed at stopping your dream.3. Do any job needed to make your project work, regardless of your job

description.4. Find people to help you. 5. Follow your intuition about the people you choose, and

work only with the best.6. Work underground as long as you can publicity triggers the corporate

immune mechanism. 7. Never bet on a race unless you are running in it.8. Remember it is easier to ask forgiveness than to ask permission.9. Be true to your goals, but realistic about the ways to achieve them.10. Honor your sponsors.


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• Ideas are useless unless used. The proof of their value is in their implementation. Until then, they are in limbo.

• Ideas without action are worthless. Action is the foundational key to all success.

• The creative process does not end with an idea. It only starts with an idea.

• Genius is 1% inspiration and 99% perspiration.

• There have been many fine scientists desperately trying to become poor businessmen.

• Three factors lead to better performance and personal satisfaction: autonomy, mastery, and purpose.

SOME (ADDITIONAL) FINAL THOUGHTS

(Dare )