Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SHIRAKAWA

INTRAPRENEUR

— SHIPDesigned by Cria Global, Liga OP and Impact Hub

CHECK IN:DYNAMIC

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.

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

WE LIVE IN TIMES OF HIGH UNCERTAINTY AND RAPID CHANGES

THE NEXT100 YEARS WILL BE WORTH OVER 20.000

Technology is growing exponentially and

9.5 BILLIONThe global population will reach

in 2050

than nature regenerates annually

WE ALREADY USE 1.5 TIMES MORE RESOURCES

ONLY SPECIESWe are the

generating waste

Health, education and income have the greatestimpact on satisfaction

ON AVERAGE, THE WORLD BECAME LESS HAPPY IN THE LAST 30 YEARS

BESIEGED

The current model of capitalism is

FUTURE OF BUSINESS

We need to rethink the

FRAGMENTEDVISION

Assemble things in a new wayINNOVATION

CREATIVE CHALLENGE

WHAT IS THE DIAMETER

OF EARTH?

13.000 km

42.000 kmb)

125.000 km

500.000 kmd)

a)

c)

13.000 km42.000 kmb)

125.000 km

500.000 kmd)

a)

c)

WHAT IS THE DIAMETER

OF EARTH?

WHY

IS IT RELEVANT?

75%of the 500 largest companies in the world in 2020 do not yet exist *

* Fonte: Capitalismo na encruzilhada, Stuart Hart

WHAT HAPPENS IF YOU DON’T INNOVATE?

HOW DO SOCIAL CHALLENGES AFFECT YOUR BUSINESS?

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

AUTONOMYMAESTRY PURPOSE

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

WHAT IS

INTRAPRENEURSHIP?

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

INTRAPRENEURSHIP TRANSLATE CHALLENGES INTO BUSINESS OPPORTUNITIES.

Market Pressure Points

The SocialChallenges

The PeopleChallenge

Intrapreneurs see things differently.

HOW?

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

SOCIAL CHALLENGE:• Tsunamis affecting millions of

people

INNOVATION:• Life, Health, Housing and

Accidents Microinsurance

IMPACT:• Millions of new clients

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

SUSTAINABILITY IN INSURANCE - A STRATEGY FOR GROWTH AND PERPETUITY

Start

Growth

Maturity

Growth

Crisis

New Growth Platform

Business Reorganisation

Bankruptcy

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

THE INTRAPRENEURSJOURNEY


INSPIRA-TION


INSPIRA-TION

DESIGN


INSPIRA-TION

DESIGN

LIFT


INSPIRA-TION

DESIGN

LIFT

PROTO-TYPE


INSPIRA-TION

DESIGN

LIFT

PROTO-TYPE

SCALE

CULTURE OF INNOVATION

THROUGH INTRAPRENEURSHIP

DIALOGUE

DIALOGUE

AUTONOMY

DIALOGUE

AUTONOMY

CALCULATED RISK

DIALOGUE

AUTONOMY

CALCULATED RISK

IDEAS FIRST, BUT THEY ARE NOT ENOUGH

DIALOGUE

AUTONOMY

CALCULATED RISK

IDEAS FIRST, BUT THEY ARE NOT ENOUGH

STARTUP THINKING

?

ANY DOUBTS?

MY PROFILE

MY ACTIONS

MY ENVIRONMENT

ORGANIZATIONAL

ENVIROMENT

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.

PRESENTATION

HOW DO YOUR COMPANY, IN RELATION TO THIS INTREPRENEURIAL

ENVIRONMENT, LOOK LIKE?

10 MINS.

AT WHICH STAGE OF DEVELOPMENTIS MY COMPANY?

SLEEPINGGIANT

"Wake Up!"

UNDERCOVER GUERRILLA

"Get Official!"

JUSTTALK

"Make it Happen!"

POTENTIAL GAME CHANGER

"Master and Scale"

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


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


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)


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

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

MYPROFILE

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

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.

MYACTION STEPS

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

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

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.

MYLEARNING COMMUNITY

• Peer learning communities and across organization.

• Startup kit for circles.

• Role of Impact Hubs as host for circles and activities.

IMAGINAL CELLS

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

"WHEN THE NUMBER INCREASES BEYOND 10%, THE IDEA SPREADS LIKE FLAME"

SCNARC Director Boleslaw Szymanski, the Claire and Roland Schmitt Distinguished Professor at Rensselaer

http://www.cs.rpi.edu/~szymansk/index.php

http://www.cs.rpi.edu/~szymansk/index.php

3 KEY MESSAGES

imagem da alavanca que representa o

intraempreendedorismo

(Qual é essa imagem?)

CHECK OUT:FEEDBACK

THANKYOU!

[email protected]@impacthub.net

Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SHIRAKAWA

Business

Transcript of Conociendo el Toolkit "Los Guerreros del Cubículo". -PABLO HANDL Y LUCIANA SHIRAKAWA