intrapreneurship by bartek janowicz - meetup warsaw 2016_11_02

Warsaw, November 2nd, 2016

Intrapreneurship how to start building an ecosystem for corporate

startups

@BartoszJanowicz

Thanks J

Source: Tristan Kromer, Leankonf 2016

Are there any intrapreneurial heroes in your company?

InspiraKon

Fear

Are there any intrapreneurial heroes in your company?

Intrapreneurial acKviKes

=

@BartoszJanowicz

Innovators’ DNA

AssociaKng

QuesKoning

Observing ExperimenKng

Networking

Source: Innovators’ DNA, Dyer Jeff, Gregersen Hal, Christensen Clayton M.

Innovators’ mindset

@BartoszJanowicz

Employee’s values Innovator’s values

Research prof. Timothy Butler from Career Leader on 27000 people

12. Influence & power 13. Control

1.  Security 2.  RecogniKon …..

13. Security

1.  Autonomy 2.  Influence & power ….

Innovators values

@BartoszJanowicz

Innovators in a corporaKon

4 teams of innovaKon is not enough!

Why intrapreneurship is important?

@BartoszJanowicz

Start with innovators & early adopters

Source: hbps://www.youtube.com/watch?v=dhykajX16KM

1.  Go where you are loved – start small & seek out like-‐minded people

2.  Give it away – create community that make it their own

3.  Teach & inspire – show don’t tell, show them how

4.  Use your culture if you can 5.  You are the product – apply it on you

Benneb Blank

a group of people in a company working on a new and risky product/service

PRODUCT RISK (TECHNICAL RISK)

CUSTOMER RISK (MARKET RISK)

BUSINESS MODEL RISK

Is it possible to build this thing at all?

If we build this thing, will people use or buy it?

Can we create a way to make profits on this thing?

Corporate Startup

DISCOVER & DESIGN

Explore & define high level vision and hypothesis of

an idea

PROBLEM SOLUTION FIT

Define & validate hypothesis for

customers, problems and soluKons

PRODUCT MARKET FIT

Define & validate hypothesis for market fit

SCALING

Build a product and grow according

scale

Corporate Startup process

Intrapreneurs need to know HOW

Szablon Modelu Biznesowego Zaprojektowane dla: Zaprojektowane przez: Data:Dzień

Nr

Miesiąc Rok

Wersja:

DISCOVER & DESIGN

Explore & define high level vision and hypothesis of

an idea


Nr

Miesiąc Rok

Wersja:

Market forces

Macroeconomic forces

Industry forces

Key trends

WHY?

HOW?

WHAT?

•  Compelling vision •  Business model •  Trends/market/

industry/macroeconomy overview

•  List of customers segments (personas)




1.  Problem phase: Validated: •  customer segment •  customer jobs, pains/

gains •  persona •  current customer journey

ok


Nr

Miesiąc Rok

Wersja:

ok ok

current

Best KPI: >..% of customers with significant pains/gains that really exist („I have this problem and I really want it to be solved”)

Build

Learn

Measure




2.  SoluKon phase: Validated: •  Offer and value •  Customer soluKons, pain

relievers and gain creators Designed new customer journeys

ok


Nr

Miesiąc Rok

Wersja:

ok

new

ok

ok

Best KPI: >..% of tested customers that would be very disappointed without soluKon (I want this soluKon, where can I buy it?”

Build

Learn

Measure

PRODUCT MARKET FIT

Define & validate hypothesis for market fit


Nr

Miesiąc Rok

Wersja:

ok

Validated: •  all elements of the

business model •  value proposiKon &

soluKon •  market

ok

Best KPI: >..% of users retained month by month („I repeatedly use and recommend this soluKon to others”)

acquisiKon

acKvaKon

retenKon

referral

revenue

Build

Learn

Measure

SCALING

Build a product and grow according

scale

Validated: •  Sustainable business

model •  Sustainable value

proposiKon •  Launch and growth

Best KPI: Conversion rate @ lead generaKon (Team: „We have a profitable, scalable business model and conKnuously opKmise

conversion rates”)


Nr

Miesiąc Rok

Wersja:

sustained

acquisiKon

acKvaKon

retenKon

referral

revenue

sustained

Build

Learn

Measure

DISCOVER & DESIGN


PRODUCT MARKET FIT

SCALE

IRL

Source: Baghai, Coley, White

Mature Business our established capabiliKes

Rapidly Growing Business Emerging Business

3 horizons of innovaKon

Source: modified Baghai, Coley, White

our established capabiliKes


60-‐70%

20-‐30% 5-‐10%

Lean InnovaKon Management

Process Managment


ROI 1-‐3 years ROI 4-‐6 years ROI 4-‐10 years

@BartoszJanowicz

The ambidextrous organizaKon

@BartoszJanowicz

The ambidextrous organizaKon

Execute & improve to ensure current

viability

Search & invent to ensure future

viability

Corporate = Oil tanker

A B

A ?

Startup = Speedboot

@BartoszJanowicz

„New Corporate” = Ambidextrous organizaKon

+Search & Execute

Source: Kees van Nunen

It is OK to fail! (fast, cheap)


Set a ground

+ separate from the core business


Corporate innovaKon sandbox

„Corporate startup” team

•  3 – 5 people, dedicated 100% Kme

•  Autonomy, scarcity of resources, learning focus

•  Recommended Scrum

•  Roles:

+

desirability feasibility viability

Is there someone that know how to go across the silos: Who knows: •  the right person from other department that would help •  how to learn •  how to get approval

?

Ensuring that a team has: •  The Kme to see if a new way can work •  The right people allocated to this project •  The tools to build conKnuous feedback

loops into their work •  The access to various internal systems,

stakeholders and customers •  Ear of execuKve leadership Ensuring a team has clear understanding of: •  Measurements -‐ changing customer

behavior for the beber rather than just shipping some features

•  Learning – both on their specific project and their progress

•  Investment thesis •  Approve project to

horizons •  Assure availability &

resources •  Valuates KPI of all

those iniKaKves

•  Architect of all intrapreneurial/corporate startup acKvity

intenal extenal

•  Facilitates Corporate Startup’s process

•  Help to build a team •  Support in planning sprints •  Support in knowledge/skills

transfer •  Support planning of next phases

•  Mentors & helps to network •  Inspires with experience

and best pracKce already used

•  Boble neck removal advisory

Redesign org structure? Tribe

Squad 1 Squad 2 Squad 3 Squad 4

Chapter A

Chapter B

Tribe Lead

Agile Coach

@BartoszJanowicz

Redesign your culture?

@BartoszJanowicz

Źródło: Alex Oserwalder & Dave Gray

1. What kind of behavior do we require (an intrapreneurial culture)?

2. Concrete posiKvie or negaKve consequences resulKng from our behavior

3. What drives behavior & outcomes? What enables and blocks (leadership, culture & processes, org design)?

Redesign the leadership?

@BartoszJanowicz

Power of HIPPO (grange leader)

LEADER is someone who inspires others to dream more, learn more, do more and

become more John Quincy Adams

Separate management from leadership

Redesign personal development?

Horizontal: disposiKon for collaboraKon across disciplines

VerKcal: depth of skill which allows to contribute

Bartek Janowicz Tel.: +48 604 647-‐317 [email protected]

bartek.janowicz75

bartekjanowicz

@BartoszJanowicz

Thanks!

Let’s contact J