entrepreneurial venturing inside a corporation chapter 14
TRANSCRIPT
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Entrepreneurial Venturing Inside a Corporation
Chapter 14
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What is a Corporate Venture?
A project that is new to the company and carries a much higher risk of failure than other project.
Due to the level of uncertainty, it is often managed separately
Corporate ventures undertaken to move the company in new directions
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Benefits of Corporate Venturing
Effective way to create new revenue streams Entrepreneurial activities stimulate
product/process innovation CV is a source of organizational growth Entrepreneurial activities spur the company to
take risks and pioneer, making it more competitive
Entrepreneurial activities help the company overcome resource limitations.
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The Reality of Corporate Venturing
Not easy to get senior management commitment
Venture champions endure significant risk
Less than 20% of new product introductions succeed
70% of all new international ventures fail
Risk to the financial health of the parent company
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The Difference Between CVs and Entrepreneurial Ventures
The gestation period for a corporate venture is nearly twice as long as that for an independent start-up.
CVs are insulated from the external environment by the parent company
CVs, therefore, can tolerate a longer period of negative cash flow
The development project moves more slowly
CVs subject to success hurdles imposed by the parent
CVs often inherit the rigid hierarchies of the parent
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The New Role of the CEO in the World of Corporate Venturing Champion
Personally drives the project
Patron Financial support from top level executive
Provocateur Leads the charge for innovation
Shaper of culture Creates the environment
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What does it take to be a Venture Champion?
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Types of Champions
Project Champion Interface with organization
Technical champion Inventors and discoverers
Business Unit Champions Manage the transition to operations
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Paths to Corporate Venturing
Skunk works – giving some independence to the project
Strategic Integration – balancing the core with various resources and opportunities
Entrepreneurial immersion – create an entrepreneurial culture
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Why You Need an Entrepreneurial Mindset
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New Resource Equation(Geoffrey Moore, Living on the Fault Line}
Scarce Resources Plentiful Resources
Time
Talent
Management attention
Money
Computing capability
Service providers
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Entrepreneur V. Manager: Different Goals and Motivations
Opportunity Driven Resource driven
Action oriented-moves quickly
Constituency oriented-evolutionary
Multistage process with minimal exposure
Single-staged process with firm commitment
Bootstrap resources Own resources
Flat Org Structure with informal networks
Formalized hierarchy
Value-based Resource-based
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Most Compelling Reason
Empirical Evidence that Corporate entrepreneurship improves company performance
Increases firm’s pro-activeness and willingness to take risks
Helps pioneer the development of new products, processes, and services
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Achieving Success
As a Corporate Entrepreneur
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Success as a Corporate Entrepreneur
Disclose idea to a trusted colleague
Put the idea into a short memo with a
compelling story
Ask for resources to achieve a specific goal
Seek a champion or leading blocker
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Learn to improvise
Structure
Discipline
Chaos
FreedomE
ntrep
reneu
rship
/C
orporate V
entu
ring
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Develop a Semi-Coherent StrategyBased on Brown & Eisenhardt
Unpredictable
Uncontrolled
Inefficient
Proactive
Continuous
Diverse
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Example: NikeOn the Edge of Chaos Core: cutting-edge design and technology They innovate at the core
Air to Air Max to Air Zoom technology Attack strong niche players like Speedo with
novel products Take advantage of unexpected opportunities
(Tiger Woods) Superior execution Superior brand building
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Example: 3M - Improvising
Balancing freedom to explore with the discipline of the marketplace.
Policies & procedures promote personal freedom and trust.
Failure is not punished.
New products:
skunk works (Post-it Notes),
pacing programs (Scotch-Brite),
traditional development (derivatives)
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Entrepreneurial Guerrilla Tactics
Work under the radar; then ask forgiveness
Move people around and out of their comfort zone.
Establish employee-flight incentives
Define challenges in creative ways
Turn managers into sponsors
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Build to Last – Jim Collins
Religiously preserve your core values
Don’t play it safe – BHAGs
Create a cult-like environment - only those who fit
Make your best moves from experimentation, trial & error,& accident
Focus on beating yourself
Don’t make either/or choices. Go for it all.
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Summary Corporate Entrepreneurship
Who you are –
A believer in change
An accepter of intelligent failure
Customer driven
A believer in empowered teams
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Summary
What you do –
Focus on customer needs
Create a series of strategic alliances
Don’t limit the company to existing competencies or resources
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Summary
Why you do it –
Individual measurement and reward systems where associates and company share risk and rewards – Tom O’Malia, USC