Embracing an intrapreneurial mindset, which intentionally disrupts things from the inside out and often from the bottom up, is a radical concept for companies that thrive on stability and predictability. However, if an enterprise is committed to developing its innovation capability through intrapreneurship, three groups of people must be mobilized to make it happen: leadership, stakeholders, and innovation support.
November 16, 2016 | By: InnovationManagement | In:
With disruption being the new normal, organizations small and large are trying to keep up. In order to stay relevant, INNOVATION has to come from ANYONE, ANYWHERE, ALWAYS – the promise and power of intrapreneurship done right. Of course, it’s not the holy grail or magic pill and because of its potential impact, it’s not an easy […]
The term “innovative workplace culture” is increasingly clichéd, with little thought about what it means in practice. And yet a successful workplace culture is a business imperative for companies expected to lead the way in design and innovation in today’s experience economy.
Are we still stuck in the innovation processes of the last century? On this week’s episode, Alexander Osterwalder looks at some of the fundamental problems in industries such as banking or pharmaceuticals and why the value propositions of today are not very satisfying for customers. Alex explains why the time has come to create new organizational structures and add a space where new business models and new value propositions can thrive.
In early September 85 smart people gathered for two days at the Pfizer conference center in New York City to talk about their practical experience in identifying, engaging, driving value from and (at times) failing with the most innovative employees in their respective businesses. The 2016 Corporate Intrapreneur Summit was 100% on point in targeting key areas of interest around how intrapreneurs in a corporate setting.
“Companies don’t disrupt, people do,” says Whitney Johnson, who is best known for her work on driving corporate innovation through personal disruption. She discusses the four things that help you know whether you’re on the right or wrong S-curve and shares examples of how to disrupt a constraint in a company environment. Tune in for more insightful advice.
In-house innovation programs are an emerging phenomenon. Many businesses and government organizations are formalizing processes around the innovation practice in order to keep pace with competition and the rapidly changing expectations of the public.
September 8, 2016 | By: InnovationManagement | In:
Identify, hone and leverage key talents within a corporate structure Organizations and HR departments across the globe are dedicating resources and raising their efforts to promote innovation within their respective teams. Without a defined and well-structured Intrapreneurship framework, some of these efforts often fall apart or are abandoned. The 2016 Intrapreneur Summit, produced in partnership […]
Using focused lean and agile startup methodologies, today’s Exponential Organizations (ExOs) are changing the way we do business forever. In this clip of the Innoview webinar series, Yuri van Geest and Anthony Ferrier discuss how corporate enterprises can use ExOs to disrupt an adjacent market and how to incorporate them back into the core business without destroying their entrepreneurial spirit.
As Co-Founder & Executive Director of the Kellogg Innovation Network (KIN) and a Clinical Professor of Entrepreneurship & Innovation, Rob Wolcott knows a bit about networking and the politics of innovation. In this episode of Innovation Ecosystem Rob shares practical advice for intrapreneurs who are looking to get stuff done from within the middle of the organization. And for growth leaders of businesses, he also has some great tips about where to get your inspiration!
More than ever, mature organizations are being disrupted by competitors that seem to appear out of nowhere, and rapidly grab massive amounts of marketshare in a short amount of time. In this clip, Yuri van Geest and Anthony Ferrier talk about the role of innovation professionals in this changing business environment—how the exponential organizations (ExO) engage intrapreneurs to develop disruptive innovations on the edges of the core business, while incumbent organizations employ innovation professionals as ambassadors to implement standards and processes to involve employees in innovative thinking.
In the past few years, the mass digitization of business and society has pressured every organization – large and small, private and public – to innovate at unprecedented speed. This digital revolution has incited a new and disruptive era of hyper competition. It has accelerated the pace of change exponentially. It has forced companies to reinvent themselves. And it has utterly disrupted institutions and their cultures, upended entire markets, and hatched new business models that challenge traditional ways of operating.
Despite their rising popularity, many companies are finding it difficult to yield sustainable results from their innovation and intrapreneurship programs. What does it take to go beyond the one-time initiative (or in rare some cases, the one-hit wonder)? We sat down with four speakers for the upcoming Intrapreneurship Conference in London, as a taster to what will be discussed during the day.
As companies increasingly look to drive innovative and intrepreneurial behavior with their employees, they are examining ways to recognize and reward around these efforts. Both Shannon Lucas (Director of Innovation, Vodafone Global Enterprise) and Anthony Ferrier (CEO, Culturevate) have deep levels of insight to this area of growing importance to innovation and HR leaders.
Take a quick glance around your office. What do you see? Categorically “Start-up” types in t-shirts and jeans passing bottles of craft beer around? Or “Suits”, with their collars starched to perfection, hunched over their laptops and scrambling away at emails? What would happen if we flipped these scenarios around? I for one, would love to see my accountant rock up to work in a Hawaiian Shirt; a calculator in one hand, and a piña colada in the other. But what difference would this make?