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CORPORATE
INNOVATIONUNDER THE
MYCROWD’SCOPE
#A
PR
IL2
01
9
Toolkit for corporate
innovators
3 3 I
#A
PR
IL2
01
9
CORPORATE
INNOVATIONUNDER THE
MYCROWD’SCOPE
I 4
T I T R E C H A P I T R E
5 5 I
A B O U T
M YC RO W D C O M PA N Y
yCrowdCompany, a french start-up, offers
white label digital solutions aiming to pro-
vide a real testing ground for companies
that wish to speed up change, draw out new solutions
to address business challenges and create a spirit of
competition by involving their employees in the pro-
cess.
More than a digital solution, we see it as an adventure
with everyone who wants to make things happen: by
leading innovation challenges, intrapreneurship pro-
grams, volunteer work/skills-based sponsorships,
through two offers: Inno@Work and Solidarity@Work.
Our objective is to enable new ways of working to be
established on a sustainable basis within companies
to promote innovation and solidarity.
With the emergence of Crowd and participative col-
laboration, MyCrowdCompany wants to be a game
changer that contributes to breaking down silos. It
works alongside its clients to collectively reinvent
companies from the inside out.
M
With a strong experience in the consulting
field (PwC, Deloitte) and 3 years as a part
of the LVMH Group, Céline Degreef went
from being an intrapreneur to being an entrepreneur
by founding MyCrowdCompany in 2014.
In 2018, MyCrowdCompany became the digital plat-
form for intrapreneurs. It enables companies to run
and implement their corporate innovation programs,
from calls for ideas to the financing and acceleration
of projects, all with a single objective: to transform
the creativity of their intrapreneurs into a genuine
lever for innovation.
A contributor for Forbes France and author of this
white paper, her expertise focuses on intrapre-
neurship, participatory innovation and employee en-
gagement.
Céline Degreef
Founder & President
MyCrowdCompany
7 7 I
9 9 II 8
U N D E R S TA N D
K E Y M A R K E T
F I G U R E S
+ 208%
+ 120%
23%
Only 6%
x 2
2 out of 3
Sources: The Boson Project, Agence France Entrepreneur, Deloitte, Ipsos, Gallup
The amount of
companies created
by young people under
30 between 2006 and
2016
Increase in freelance
workers in 10 years
The number of
millennials who
have no interest in
large corporations
Of employees are
actively engaged
The number of
companies created
among the whole
population
Employees are interested
in large corporations
that offer a corporate
innovation program
Intrapreneurship becomes a fantastic
opportunity — like a call for change — faced
with innovation, commitment and talent
loss. It unleashes vital forces and places
employees at the heart of the innovation
approach to contribute to the revamping
of the company and the creation of new
models that are more open, collaborative
and agile.
11 1 1 II 1 0
D E C Y P H E R
A C O M M U N I T Y
O F C H A N G E M A K E R S to reinvent their company business
Intrapreneurs:
who are they and what do they do?
ith definite potential and ideas that aim the improvement of
the company’s existing habits or the disruption of its market,
intrapreneurs have much to offer. These employees of all ages,
backgrounds and professions know the company perfectly and, of course,
its weaknesses or untapped force. With innovation and initiative serving as
their flagship, they strive to change the traditional models of the company,
since the latter is unable to keep up with them and their expectations. De-
termined to trigger change, intrapreneurs initiate high value-added projects
that make sense for their business. They invent the business models of the
future, optimize existing processes or contribute to boost productivity, effi-
ciency and agility. They are genuine mutineers with one ambition: leverage
collective intelligence to reinvent their company.
How do they organize?
They know it is by building a community that they will go further, faster and
stronger: they stand out through a remarkable collective and organizational
ability to get together and collaborate, by breaking down silos and opening
up all imposed boundaries.
In this context, hierarchy is a concept they are glad to set aside. As crea-
W
tors of « oblique relationships », they can collaborate in a
transversal, open and simplified manner, working across all
conventions without having to involve their managers.
What are the benefits for the company?
With a decline in attractiveness, large companies that were
once attractive must be able to reposition their values to
meet the expectations of a growing community of sometimes
disillusioned employees. Change is essential, but they have
everything to gain from it! Especially in this context of talent
warfare. Commitment should become the flagship of their
strategy: a fundamental notion that aims to attract, retain but
also federate employees
to create the best wor-
king conditions, as well
as foster a new culture
that brings collabora-
tion, initiative, and the
fulfilment of all co-wor-
kers at the highest level.
For now, the road ahead
is still winding, as over
half of employees say
they feel withdrawn from their work. Intrapreneurs — these
rebels in disguise — have already set out to transform the
company and turn its model into one that is able to make
them dream again. Intrapreneurship is becoming a collective
adventure, as it gives meaning to the developments aspired
by companies: new methods of collaboration, management,
participatory innovation and sustainable performance. In-
trapreneurship, as a reflection of the creative energy that
marks our era, promises to be a genuine treasure that all bu-
sinesses should go after.
So, who’s on board?
« intrapreneurship is becoming a collective adventure, as it gives meaning to the developments aspired by companies »
13 1 3 I
Z O O M O N
C O R P O R AT E
I N N OVATO R S
I 12
Dreamers who take action
They are visionary and pragmatic employees who can transform
an idea into a new business through risk-taking and innovation.
Passionate privateers
As creative individuals, they change the game to reinvent the
company and instil its creative energy with perseverance,
at the service of value creation.
Unlabeled talents
They are not just millennials or business leaders! They are of
all ages, come from different backgrounds and all management
levels.
Employees who federate
They perfectly understand how companies work, their business
and markets. They are « in-house entrepreneurs » who convince
others by using their leadership and ability to bring people
together.
A startupper’s mindset
They see problems as opportunities, where everything is
possible to transform an idea into new sources of business.
I 1 4
I L L U S T R AT E
T H E D I G I TA L S O L U T I O Nto involve communit ies in your
corporate innovation program
yCrowdCompany is a digital solution that allows companies to
grow their corporate innovation program in order to:
• Reveal the full potential of your employees
• Disrupt your business by involving your staff in the process
• Cultivate the entrepreneurial spirit and encourage managerial
innovation by relying on new collaborative models
A single platform that can be modulated from the call for ideas to the finan-
cing phase up to project acceleration, to give intrapreneurs the opportunity
to demonstrate the potential of their innovative ideas, test their viability
and perform them while valuing in-house expertise:
• Sourcing ideas and finding the relevant ones by allowing your
employees to bet on the most innovative ideas
• Allocate funding to projects with a participatory budget
• Accelerate projects by building teams of co-workers with
complementary skills
M
SELECTION
Crowdsourcing
FUNDING
Crowdfunding
ACCELERATION
Crowdtiming
Source and select the
most innovative ideas
Accelerate the projects
by building taskforces
Raise funds from within
the company
1 5 I
17 1 7 II 1 6
I M P L E M E N T
T H E S U R V I VA L K I Tto successful ly deploy
your corporate innovation program!
A high level sponsorship program
he program must be in
line with the group’s
strategy, along with
clear operating terms. We can
let some intrapreneurs let go of
their traditional tasks to work on
something entirely new during
project acceleration phases,
sometimes outside the company:
to this end, the response of
HRDs and managers should be
anticipated and supported.
Tackle one goal at a time
orporate challenges or
acculturation to these new
work methods cannot be
exerted simultaneously.
It is always easier to gather an
Executive Committee around a
single initial goal. If the primary
challenge is to develop new
businesses, implementing a
corporate innovation program will
strongly develop this new stance
thanks to acculturation, to push
in-house rules and processes
forward.
T
C
Embark the business
ou need to identify business sponsors to challenge project
decision, all the while maintaining the genuine independence of
intrapreneurs. What is the role of a sponsor? To become a facilitator
who opens doors internally: they must give them a hand to get
things going, but intrapreneurs remain those who convince and gather
others around their project.
Opt for the DIY method
t’s when we’re in survival mode
— when we struggle to launch
our project — that we are able to
move mountains... The entrepreneur
way! We run things without
processes to keep the startup spirit
and agility. We let intrapreneurs
demonstrate the value of their
project, convince others and seek the
resources they need.
Keep a clear vision of the selection process
he rules of the game
must be set upstream,
and one should consider
implementing boot camp scenarios
to test the solidity of teams, get
a final jury to intervene or even
create challenges using factors
from outside the company.
Implement efficient governance
and project steering to turn the
test phase into reality.
Y
I
T
19 1 9 II 1 8
HRDs to support this
approach
hey must support
intrapreneurs throughout
their whole experience
and manage potential upsets
when they return, after project
completion. We can only hope
that the expansion of these new
collaborations methods develops
career paths and brings new skills
to light that could be valuable to
foster the mobility of employees,
including their « intrapreneurial
ability ».
T
Turn managers into creators
of intrapreneurial calling
ou must seek out change
makers and provide them
with the right framework,
so they can generate
viral, positive influence! They
should structure this change-
making community by becoming
master connectors who combine
everyone’s assets to reveal
potential.
Y
T H E S U R V I VA L K I T TO S U C C E S S F U L LY D E P LOY YO U R C O R P O R AT E I N N OVAT I O N P RO G R A M !
Using digital technology to
move your program to an industrial scale
he availability of a digital
solution is a must when it
comes to deploying your
framework in a sustainable
way and reaching the greatest
number of people. From the
ideation phase to the acceleration
of projects, employees need a tool
to share their projects, build their
team, as well as to find sponsors
and internal skills. It promotes the
creation of an innovation-oriented
ecosystem.
T
21 2 1 II 2 0
T I T R E C H A P I T R E
U S E C A S E S
C U S TO M E R Stest imonials
23 2 3 II 2 2
C U S TO M E R S T E S T I M O N I A L S
A world leader in luxury goods brings together
exceptional brands and has more than
100,000 employees worldwide who proudly
embody the values of excellence, innovation
and entrepreneurial spirit.
Industry : Luxury
A TA I LO R - M A D E
I N T R A P R E N E U R S H I P
P RO G R A Mfor employees of a luxury group
The challenges
In 2017, they launched their intrapreneurship
program. This initiative, carried out at the
highest level of the organization, aims to
stimulate the entrepreneurial spirit of the
teams, innovate to remain in line with market
expectations and promote new working
methods.
25 2 5 II 2 4
The resultsThe framework
During the first edition of the
event, they selected 4,000 people to
participate in a call for ideas with a
single objective: to give employees
the opportunity to think about new
levers for innovation in the luxury
sector.
60 people with ideas from 40 com-
panies and 15 countries were then
selected to pitch their project at a
dedicated event. This gave them
the opportunity to experience wor-
king for 4 days in a collaborative
manner directly inspired by star-
tups.
3 teams were able to seduce their
audiences with the relevance of
their concepts on themes related
to customer experience, retail and
the new levers provided by digital
technology.
Accompanied by mentors, the CEOs
of the Group’s brands and external
entrepreneurs, they have planned
everything to enable teams to re-
fine their projects, optimize their
business models and test their
projects in the real world through
first-class coaching.
More than 1,500 ideas proposed by employees since the launch of the
program
5,000 employees actively involved in the
program
15 projects selected and monitored by
the members of the Executive Committee
L U X U R Y G RO U P
27 2 7 II 2 6
Enedis is Europe’s leading electricity
distributor. It is a public utility com-
pany that develops, operates, upgrades
and manages the electricity grid and
its associated data. Independent of the
energy suppliers responsible for the
sale and management of electricity
contracts, Enedis provides connections,
troubleshooting, meter reading and all
technical interventions.
Industry : Energy
E N E D I S « Intrapreneur Enedis » ,
a bottom-up approach to
intrapreneurship
C U S TO M E R S T E S T I M O N I A L S
The challenges
During the summer 2016, Enedis Paris initiated an
intrapreneurship program which aims to encourage
all of its employees to propose and realize their
ideas under an « Entrepreneurial » model in order
to innovate in their respective businesses. Through
this program, employees submit thousands of ideas.
However, to move beyond the brainstorming stage,
Enedis wanted to incubate the « hottest » ideas to
turn them into concrete projects.
29 2 9 II 2 8
The results
The framework
The very first « Intrapreneur
Enedis » program was born
from the desire of a group of
45 employees to transform the
company’s culture. This program
is built around the 5 strategic axes
of Enedis in Paris:
- Zero injuries
- Making life easier for customers
- Zero carbon emissions
- Working well together
- Becoming the benchmark DSO
(Distribution System Operator)
Every 4 months, a « crash test » ses-
sion is organized by the Innovation
Team. They give the opportunity to
the employees who proposed the
« hottest » ideas to present their
initiatives to their peers. The ob-
jective of this day is to evaluate, in
a collaborative way, the level of ma-
turity of the ideas presented.
For the process to be sustainable,
no idea is left to chance. Leaders of
« mature » ideas are invited to pit-
ch. The pitches are live then strea-
med to all employees to enable eve-
ryone to vote and participate in the
selection of projects.
75% of employees involved in the
Intrapreneur approach
Every 4 months:
40 ideas submitted20 projects selected for
crash testing10 projects pitched
4 to 6 projects accelerated
Those who have ideas who still
need to « mature » are coached for
1 day and supported throughout the
process to develop them more fully.
E N E D I S
« We chose MyCrowdCompany for the
overwhelming energy of this team and for the vision
we share on the evolution of professions and human
resources in companies »
Anouar El Fathi
Head of Digital Innovation
& Transformation
ENEDIS
31 3 1 II 3 0
A family business for 3 generations,
DELFINGEN is a global automotive equipment manufacturer and leader in
solutions for the protection and routing
of electrical networks and embedded
fluids. Present in 21 countries, nearly
2,500 employees work every day to sa-
tisfy the most demanding customers
thanks to their capacity for innovation
and operational performance.
Industry : Automotive
D E L F I N G E N moves forward with « The Annex » ,
the project accelerator created
for i ts employees
C U S TO M E R S T E S T I M O N I A L S
The challenges
In order to anticipate and meet its customers’
expectations, DELFINGEN places innovation
at the heart of its concerns and makes its
employees the catalyst for its growth. The
creation in 2017 of the DELFINGEN ACADEMY
reflects the Group’s ambition to rely on these
human resources to pursue its development
by promoting the transmission of know-how
and the acquisition of the skills necessary to
support the company’s strategy.
33 3 3 II 3 2
The resultsThe framework
The Annex, DELFINGEN’s in-
trapreneurship program, has been designed as a real project acce-
lerator for its employees. It in-
c l u d e s i d e a t i o n c h a l l e n -
ges to create emulation around the approach, an Open Lab to model
and test new products or concepts,
as well as a support program for
intrapreneurs to make projects a
reality.
The Annex is a place and a digital
platform for thinking « outside the box » on targeted themes and
steered by the Group’s Manage-
ment.
Since July 2018, 1 challenge has been
launched, nearly 20 ideas proposed,
and more than 300 contributions
registered
14 projects selected for the acceleration phase
D E L F I N G E N
« As part of the development of the Delfingen intrapreneurship
program, we were looking for a solution to promote the program’s facilitation,
in addition to the launch of our openlab
and external partnerships.
With MyCrowdCompany, we have found a partner of choice, providing both
an efficient technical solution and very professional support. »
Pierre Le Moel
Chief Corporate Officer Asia
& HR Innovation Manager
DELFINGEN
35 3 5 II 3 4
As a major multi-activity service group,
La Poste Group brings together near-
ly 250,000 postal workers who connect
with 65 million people every day
throughout France and are driven by ci-
vic values that have always been at the
heart of postal identity.
The Group ensures four public service
missions that are fully integrated into
its activities: mail distribution, contri-
bution to regional development, press
transport and distribution and banking
accessibility.
Industry : Services
L A P O S T E G RO U P Intrapreneurship, one of the
pi l lars of the 5-year strategic plan
C U S TO M E R S T E S T I M O N I A L S
The challenges
To achieve the objectives set out in the strategic
plan « La Poste 2020: Conquering the Future »,
Philippe Whal, the Group’s CEO, is relying on an
ambitious intrapreneurship program and on the
company’s employees to invent the business
lines that will make the Group successful
tomorrow.
37 3 7 II 3 6
The framework
For the fourth consecutive year, the
Foresight & Innovation Department
is leading the intrapreneurship
program « 20 projects for 2020 ».
A five-step selection process sets
the pace for the program:
Step 1 - Voting
By team, project leaders have 90
days to convince postal workers to
vote for their project.
Step 2 - Expertise
To validate the strength of the
proposal, the team’s potential and
the relevance of the project, a te-
lephone interview is organized
with an expert in support and star-
tup development.
Step 3 - The bootcamp
The selected projects are then
challenged during 3 days of boot-
camp.
L A P O S T E G RO U P
Step 4 - The final jury
The teams that successfully com-
pleted the bootcamp present their
project to Group executives and
external experts from the French
entrepreneurship and innovation
ecosystem.
Step 5 - The implementation of the
project
Once the project is validated, the
team will be seconded full-time
over a period of 3 to 12 months.
The results
Hundreds of ideas crowdsourced
11 accelerated projects since the start of the
program (3 to 4 per year)
39 3 9 II 3 8
Present in 170 countries, Michelin is a
leading tire company dedicated to en-
hancing its clients’ mobility, sustai-
nably; designing and distributing the
most suitable tires, services and solu-
tions for its clients’ needs; providing di-
gital services, maps and guides to help
enrich trips and travels and make them
unique experiences.
Industry : Tires manufacturer
I N N OVAG O B O O S T E R , the intrapreneurship program
which gives the f loor to those
who are working on the ground
C U S TO M E R S T E S T I M O N I A L S
The challenges
For 90 years, Michelin fosters innovation among their
employees to challenge the status quo and improve
operational excellence. To reinforce this innovation
dynamic, the Digital Employee Team launches in 2018
the InnovaGo Booster’s program for the ten thousand
employees of the Clermont-Ferrand area. With this new
program, the goal is to go beyond the ideation stage to
accelerate the most innovative ideas and deliver value to
the company.
41 4 1 II 4 0
The framework
InnovaGo Booster’s intrapre-
neurship program gives a voice
to those who act on the ground by
releasing their creative and res-
ponsible energy in order to stren-
gthen Michelin’s innovation mo-
mentum.
Playing an essential role in affir-
ming their culture of innovation,
the digital platform aims to put
ideas into practice to contribute
to the Group’s development and
growth and thus inspire all em-
ployees to participate.
The involvement of top manage-
ment and HRD, communication
actions and the appointment of
ambassadors within the different
sites are key success factors of the
program.
In the long run, the Digital Employee
Team aims to deploy the digital
solution at international level and
foster the 110.000 employees of the
Michelin’s Group to participate.
M I C H E L I N
The results
+850 employees involved
in the program’s first
edition
17 ideas submitted
to vote
5 ideas selected for
acceleration
« «MICHELIN wanted to strengthen its innovation
momentum by adding a collective focus. In this respect, the Inno@
Work solution has been perfectly
integrated into the existing
approach since it provides the missing piece to the realization of
all ideas requiring participation and
creativity.
We found in
MyCrowdCompany a fun and
adapted solution as well as a state
of mind that fits our DNA! »
Marion Massart
Digital Employee Team Leader
MICHELIN
43 4 3 II 4 2
The Aviva Group is one of Europe’s lea-
ding insurers and one of the largest in
the United Kingdom. With operations
in 16 countries around the world, it has
three core businesses serving 33 million
customers: long-term savings, asset ma-
nagement and non-life insurance.
Aviva contributes to the local economy
and is involved in financing the eco-
nomy in general, and particularly the
social economy through various actions.
Industry : Insurance
L A FA B R I Q U E AV I VA ,
c it izen innovation catalyst
The challenges
In pursuing its efforts as a corporate responsible
company, the Aviva Group is convinced that
entrepreneurs can make a significant contribution to
innovations that will positively inspire our society.
In 2016, the Group makes its ambition tangible and creates
« La Fabrique Aviva », a major pool of citizen and entrepre-
neurial initiatives aiming to support the development of
social and environmental economy.
C U S TO M E R S T E S T I M O N I A L S
45 4 5 II 4 4
L A FA B R I Q U E AV I VA
The framework
La Fabrique Aviva allocates a bud-
get of one million euros to fund
useful, innovative and sustainable
young businesses.
To be eligible for the competition,
ideas or projects proposed by en-
trepreneurs must fall within one of
the following four themes:
- Food and health: act for a sustai-
nable health
- Environment and energy tran-
sition: preserve the environment
and fight against climate change
- Inclusion and employment: break
generational, social and com-
munity barriers and strengthen
employment
- Liable insurance and prevention:
support tomorrow’s innovative
insurance solutions
La Fabrique Aviva is organized in
three stages: a call for projects to
attract citizen initiatives, a voting
phase open to the public, and a call
for skills to involve all those who
want to move the needle and carry
out the most promising projects.
The results
Millions of votes
allocated ever since the
first edition
+500 finalist projects obtained financial
support
157 overall winners obtained funding from
5.000€ to 85.000€
https://lafabriqueaviva.fr/fr/
@MyCrowdCompany MyCrowdCompany
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