A Practical Guide to Changing the World from Inside Any Company

Making Your Impact at Work

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Contents

Making Your Impact at Work: A Practical Guide to Changing the World From Inside any Company

Introduction......................................................................................................................2MeettheSocialIntrapreneurs....................................................................................3SettingtheStage.............................................................................................................8 ConnectwithBusinessObjectives...............................................................8 BuildaTeam..........................................................................................................9 GatherPreliminaryData...................................................................................10DeliveringResults...........................................................................................................11 EngageandEducateStakeholders...............................................................11 Assemble Resources.........................................................................................13 ScaleaProject.....................................................................................................13IntrapreneurshipandProfessionalDevelopment............................................15TheCompany’sRole:EnablingSocialIntrapreneurship.................................16HowNetImpactCanHelpYouGetStarted.........................................................17Acknowledgements.....................................................................................................................................................................................................18AdditionalReading.......................................................................................................19

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Introduction Aglobalnetworkofmorethan10,000businesschangemakers,NetImpact’smembersarecommittedtousingbusinessskillstocreateabetter,moresustainablefuture.NetImpact,throughaportfolioofprogramsandinitiatives,strivestoeducate,equip,andinspirethesemembers tomakea tangibledifference throughbusiness. Spanning six continents,NetImpact’smembershipisoneofthemostinfluentialnetworksofstudentsandprofessionalsin existence today, and includes current and emerging leaders in corporate socialresponsibility,socialentrepreneurship,nonprofitmanagement,internationaldevelopment,andenvironmentalsustainability.

WhilesomeofNetImpact’smembersworkincorporate,publicsector,ornonprofitpositionswithcleartiestocorporatesocialresponsibility,manyothersoccupytraditionalcorporatejobfunctions.Andwhilethewords“sustainability”or“corporateresponsibility”maynotappearintheirformaljobdescriptions,thesesocialintrapreneursleveragetheirbusinessskillsandidealstochangetheirorganizationsoneprojectandonedepartmentatatime.

Net Impact createdMaking Your Impact at Work to inspire and empower these socialintrapreneurs — individuals working within organizations who find ways to integratesustainability into their day jobs— to createpositive social andenvironmental change.Making Your Impact at WorkbuildsuponNetImpact’ssuccessfulImpactatWorkprogram,whichcultivatesanetworkof social intrapreneursandprovides themwith supportandresourcestochangetheirworkplace. The ImpactatWorkprogramengagesthousandsofcommittedprofessionalmembersinworkplacechangeprograms.TolearnmoreaboutImpactatWorkandtojoinNetImpact,visitwww.netimpact.org/impactatwork.

Making Your Impact at Work is based on the stories of innovative and inspiring socialintrapreneursintheNetImpactnetwork.ThefirstsectionoftheguidesummarizesthemesNet Impact identified in the experiences of the intrapreneurs profiled and provides aframework andmodel for other changemakers to follow. The second section includesindividualcasestudiesof13corporatechangemakersandcontainsdetailsontheplanningand execution of their initiatives. While many of the individuals interviewed focus onenvironmentally-themedprojects,thestrategiesandapproachescanapplytoavarietyofcorporateresponsibilityinitiatives,includingtopicslikediversity,humanrights,nonprofitpartnerships,andmore.

In addition to reading this guide, current and aspiring intrapreneurs are encouraged tojoinNetImpactandutilizeourImpactatWorkresourcestobecomepartofanongoingdialogueoncorporatesocialandenvironmentalchangeinitiatives.ThroughtheImpactatWorkProgram,professionalNetImpactmemberscanposequestionstotheintrapreneursprofiledinMaking Your Impact at Workviaanonlineforumandcallseries,aswellasaccessresourcesandtemplatesforcorporatechangeprojects.TheclosingsectionofMaking Your Impact at Workpresentsacalltoactionforourreaderstobecomesocial intrapreneursandprovidesmoredetailedinformationonresourcesofferedbyNetImpact.NetImpactencourages readers to share their own stories and feedbackonMaking Your Impact at Workbyemailingimpact@netimpact.org.

NetImpactwouldliketothankeBayInc.foritscontributionsandsupportinthedevelopmentofMaking Your Impact at Work.Drawingfromitslonghistoryanddeeplyingrainedspiritof entrepreneurism and innovation, eBay Inc. empowers its 15,000 employees tomakechangeinsidetheorganizationeveryday.ThroughtheemployeeGreenTeam,morethan2,000employeesworktogethertomakeeBayagreenercompany.eBayInc.believesthatharnessingthepowerofemployees’great ideaswillcreateastrongerandmorevibrantcompanyandworkplace.ThankyoutoeBayInc.,theLeviStraussFoundation,andtotheindividuals profiled in this guide for their support of the Impact atWorkprogram, thisproject,andNetImpact.

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Meet the Social Intrapreneurs TheindividualsprofiledinMaking Your Impact at Workrepresentarangeofindustries,projects,andbackgrounds.Theypursuebothenvironmentalandsocialchangewithvaryinglevelsofleadershipsupport,inavarietyoffunctionalpositionsandindustries.Theintrapreneursshareacommonbeliefthatindividualsatanylevelcancreatechangethatisvaluablefortheworldandforthecompany,nomatterhowlargeorhowdauntingthetaskmayseem.Briefprofilesoftheindividualsinterviewedappearbelow,andtheirstoriesappearingreaterdetailinthe“In-DepthCaseStudy”sectionofthisguide.

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Ind

ust

ry

Functional Area

Finance Process

ImprovementResearch and DevelopmentMarketingConsulting Real Estate

Events Management

Project Management

Employee Training

Product Development

Apparel

Jason McBriarty

LeviStrauss&Co.

Michael Fischer

Timberland

FinancialServices

Joel CarignanWachovia

ChemicalsAjay

BadhwarDow

ConsumerGoods

Suzanne Henricksen TheCloroxCompany

Consulting Shoshannah LenskiBoston

ConsultingGroup

Lisa Neuberger - FernandezAccenture

Consumer Electronic

Goods

Hamlin MetzgerBestBuy

Food

TechnologyRamin

TaleghaniGoogle

Betsy HansenSun

Microsystems

Seth Marbin Google

Jen Chin Google

ManufacturingMike NorelliIngersollRand

eCommerceHilary

SinclaireBay

JohnRockwellMcDonald’s

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ShoshannahLenski

Buildingonmomentumfromapro-bonoprojectwiththeCityofChicago,Shoshannahledateamthatassessedanddevelopedastrategyforreducingheroffice’scarbonfootprint.

TheBostonConsultingGroup

LisaNeuberger-Fernandez

AfterLisa’svolunteerteamwonfirstplaceinthe2007NetImpactChallengecompetition,LisabecameAccenture’sU.S.EcoLeadandspearheadedthecompany’sU.S.EcoProgram.

Accenture

SuzanneHenricksen

SuzannedevelopedandlaunchedanemployeecommunityoutreachprogramwithquarterlyvolunteereventsforemployeesintheMarketingInsightsDepartment.

TheCloroxCompany

HamlinMetzger

HamlinstartedaninformalgroupfocusingonwaysBestBuycouldbecomeamoresociallyresponsiblecompany,whichgrewtoanetworkofover200individuals.

BestBuy

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AjayBadhwar

Ajayhelpedcoordinateanefforttodesignaproductandprocesstocapturecarbondioxidefromfluegasusingadvancedaminescrubbingtechnology.

DowChemical

JenChin,SethMarbin,RaminTaleghani

Theteamplannedandimplementedthefirst“GoogleServe,”aweek-longinternationaleventthatengagednearly3,000Googleemployeesincommunityserviceprojectsfocusedonenvironmentalimpact.

Google

HilarySinclair

HilarylaunchedandsupportedaGreenTeamChapterthatactivelypursuesprojectsaroundcommuting,consumables,energyefficiency,andcommunityimpact.

eBay

“IfeellikeIgrewuponthisproject.Itincreasedmyabilitytoleadteams,”--MikeNorelli,Inger-sollRand

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JohnRockwell

FromhispositionasaLeadQualityManagerinU.S.RestaurantDesign,JohndevelopedMcDonald’sfirstU.S.GreenBuildingStrategy.

McDonald’s

MichaelNorelli

Twovolunteerteamscalculatedthecompany’scarbonfootprint,developedemissionsreductionrecommendations,andmappedastrategytohelpcustomersmeettheirenvironmentalgoals.

IngersollRand JasonMcBriarty

JasonhelpedleadacampaignoftheEnvironmentCommunityInvolvementTeamcalled“BoottheBottle”thateliminatedbottledwaterfromtheLeviStrausscorporatecampus.

LeviStrauss&Co.

BetsyHansen

BetsydevelopedaprogramtoreducetheenvironmentalimpactoftheJavaOneconference,thecompany’slargestannualconference.

SunMicrosystems

“IfeellikeIgrewuponthisproject.It

increasedmyabilitytoleadteams,”

--MikeNorelli,Inger-sollRand

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Me

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JoelCarignan

JoelinitiatedagreenteamwithinhisdivisionatWachoviaandhelpedleadthegroup’sfirstgrassrootsefforts,hostingagreenfairandimplementingseveralgreeninginitiatives.

WachoviaMichaelFischer

MichaeldevelopedaspreadsheettooltomeasureandtrackTimberland’scarbonemissionsfromtheirglobaltransportation.

Timberland

“IfeellikeIgrewuponthisproject.Itincreasedmyabilitytoleadteams,”--MikeNorelli,Inger-sollRand

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Althougheachintrapreneur’ssituationandapproachwasdifferent,thereareseveralcommonstrategiesthathelpedleadthemtosuccess.ThesocialintrapreneursprofiledinMaking Your Impact at Work:

• Connectedtheirprojecttotheirorganization’scorebusinessobjectivesandidentifiedspecificwaystocreatebusinessvalue.

• Builtateamofcolleaguestohelpexecutethework.• Gatheredsignificantpreliminarydatabywhichtomeasuretheir

progress.

1. ConnectwithBusinessObjectives

ThesocialintrapreneursprofiledinMaking Your Impact at Workfoundwaystoaddvaluetotheircompanywithemployee-drivenprojectsby

• Reducing waste, costs, and environmental impact. ByeliminatingoneprinteddirectmailpiecefromtheJavaOneConferencemarketingmaterials,SunMicrosystems’BetsyHansensaved4.63tonsofpaper,equivalentto111trees.Afterpostingtheseresults,Betsyandherorganizationweremotivatedtofindnewenvironmentalandeconomicsavings.

• Increasing employee engagement, attraction, and retention. AtBCG’sChicagooffice,ShoshannahLenskiconductedasurveyandfoundthat75%ofemployeesthoughtgreeningtheofficewasimportanttomorale,retention,andrecruiting.“Peoplefromalllevelswerethrilledwewerefocusingonthis,”saidShoshannah.

• Providing opportunities for employee professional development. Clorox’sSuzanneHenricksencalledherexperienceinmanagingaworkplacechangeprojectinstrumentaltoherdevelopmentofleadershipskills.“Myprojectplayedabigroleindevelopingmyleadershipskillsingeneral,”saidSuzanne.“Ithashelpedmelearnabouttakingandmitigatingrisk,forgingahead,andengagingcorporateleadership.”

• Furthering priorities of senior management. AtLeviStrauss&Co.,CEOJohnAndersonandChairmanBobHaasdiscussedeliminatingbottledwaterfromthecorporatecampuswithSanFranciscoMayorGavinNewsom.Mr.Andersonaskedavolunteeremployeeteam,co-ledbyNetImpactmemberJasonMcBriarty,todevelopaplanthatbecamethe“BoottheBottle”Campaign.

• Creating new business opportunities. AtAccenture,LisaNeuberger-Fernandezbuiltacompanysustainabilityinitiativethatwould”helpusbuildourcredibilityasaleaderinsustainabilityconsultingandbetterunderstandimplementationchallengesourclientsfacefromourownexperience.”

Bycreatinginitiativesthatofferaclearbusinesscase,intrapreneurshelpedensurethattheirprojectswouldbesustainableeveninchallengingeconomictimes.

“Ithastomakesensefromabusinessperspective.Afteryoufigurethatout,youjustneedtoputitonpaperandstartpresentingtheidea.”

JohnRockwell,McDonald’s

Setting the Stage

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“Findpeoplewhoarelike-mindedandletthemrun

withit.”

MikeNorelli,Ingersoll Rand

2. Build a Team

ThesocialintrapreneursinMaking Your Impact at Workconsistentlyemphasizetheroleofemployeeteamsincreatingchange.Tobuildeffectiveteamstheysuggestthatbuddingintrapreneurs:

• Start conversations and find allies. Theintrapreneursengagedinbothformalandinformaldialoguewithcolleaguestoraiseinterestintheirinitiatives.Manymadeformalpresentationstogroupsofcoworkers.Thishelpedensurethatbythetimetheprojectwasreadytostart,therewereambassadorsandalliesthroughouttheorganizationtoanswerquestionsandspreadthemessage.

• Be credible. Often,intrapreneursspenttimeresearchingtopicsofinterest,whichbuilttheirreputationascredibleprojectleadersand“localsubjectmatterexperts.”

• Be inclusive. Duringinitialmeetingsandbrainstormingsessions,intrapreneursfounditusefultoinviteanyonewhomightbeinterestedtocontributeideasorprovidefeedback.

• But be strategic too. Astheyformedteams,intrapreneursrecruitedcross-functional,cross-hierarchicalgroupstoensurethattherightpeoplewereonboardtodriveresults.

• Recruit core leaders. Toensurethesustainabilityoftheteam,mostintrapreneursrecruitedatleasttwocoreleaderswhoweresupportedbyabroadernetworkofinterestedcoworkers.Theleadersservedaspointsofcontactformanagersandsetstrategicdirectionfortheteam.

• Build enthusiasm with kick-off events. Severalintrapreneursusedengagingkick-offeventstorecruitcoworkerstotheirteams.Forexample,HilarySinclairateBayheldaday-longopenhouseinoneofeBay’sconferencerooms,wheresheshowedsustainability-themedvideosandaskedstafftocontributeideasaboutcompanygreening.

Effectiveteamsconsistentlyplayedanimportantroleinensuringthesuccessofintrapreneurialinitiatives.

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3.GatherPreliminaryData

Often,socialintrapreneursstartedbyevaluatingthestatusquoandsettingspecificgoals.Establishingabaselineenabledintrapreneurstodevelopaconcretebusinesscaseanddemonstratethequantifiableresultsoftheirwork.

Somesuggestedstrategiesforestablishingabaselineinclude:

• Surveying coworkers.Almostalloftheintrapreneursreachedouttocoworkersearlyinplanningtheirprojecttogatherdata.WorkingwiththeHRdepartment,theysecuredaccesstolistservsandofficeemailgroups,andsurveyedcolleaguestofindinterestareasandpotentialteammembers,aswellasbuildsupportforprojectideas.“Weusedtheinformationfromoursurveyasapowerfulreferencewhenplanningoutourinitiatives,”saidJoelCarignanofWachovia.“Weaskedourselves:‘Howdoweaddresstheneedsoftheseemployees?Whatdotheycareaboutmost?’”

• Researching both internally and externally. Understandingboththepasteffortsoftheircompanyandtheworkofothercompaniesallowedintrapreneurstoidentifythekeyimpactareasoftheirfirms.Intrapreneursaccomplishedthisbyreadingtheircompany’sannualreportsandspeakingwithcolleagueswhowereinvolvedinsimilarefforts.Inaddition,intrapreneursoftenfoundusefulinformationthroughresearchingcompetitorandindustrybestpracticesandstandards.

• Developing benchmarks. Manyintrapreneursfounditusefultoestablishbenchmarkstotracktheirproject’simpact.Byusingmetricslikecarbonemissionsforenvironmentalprojectsoremployeeengagementmetricsforvolunteerismprojects,intrapreneurscouldcomparetheirbaselineresultstoothersimilarorganizationsandindustryleaders.Forexample,atSun,BetsyHansenemployedanonlinepapercalculatorandJavaOneconferenceattendeesurveytoestablishbenchmarksforherpaperreductionproject.Heranalysisoftheproject’senvironmentalimpactfromthepapercalculatorandthefeedbackshecollectedfromtheconferenceattendees’surveyenabledhertobuildacrediblecaseforpaperreductionatthecompany’sannualevent.

Byestablishingbenchmarksthroughresearchandsurveys,manyintrapreneurswereabletobuildpowerfulandcrediblecasesforstartingtheircorporatechangeprojects,andreportoutpositivedatauponcompletionofkeyprojectmilestones.

Formoredetailsonhowtheseintrapreneursappliedtheseprinciplestotheirparticularproject,pleasereadthe“In-DepthCaseStudy”sectionattheendofMaking Your Impact at Work,whichisavailabletopaidNetImpactmembers.

“Takethetimetounderstandwhatpeopleareinter-estedinandwhereyourcompanystandsbeforeyoustart.Itwillbealoteasiertogetbuy-indowntheroad.”

ShoshannahLenski,BCG

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“Campaigningforresourceswithinalargecompanyrequiresthesame

levelofcommunica-tionandeffortasapoliticalcampaign.Youneedtoarticu-latewhatyoustand

for,howitaddsvalue,andhowyoucanmoveforwardtogetherinawaythatbenefitsyour

constituents.”

AjayBadhwar,Dow Chemical

Delivering ResultsWhiletheintrapreneursprofiledembarkedonawiderangeofprojects,theyconsistentlyfocusedonthreemajorstrategiesforimplementingprojectswithmeasurableresults:

•Stakeholderengagement•Resourcedevelopment•Projectscaling

1.EngageandEducateStakeholders

Socialintrapreneurscultivatedsupportateveryleveloftheirorganizationsbyplacingapriorityonstakeholderengagement.Byidentifyingtheneedsofeachstakeholdergroupandcreatingacommunicationsstrategythatarticulatedthevalue-addoftheinitiativetoeachstakeholdersegment,theysecuredwidespreadorganizationalsupportfortheirinitiatives.“WhentalkingtoourCorporateResponsibilityLeadershipTeam,wediscussedsustainabilityasitpertainstoriskandreputation;withourfunctionalleads,wehighlightedtheimpactonemployeeengagement;andwithourgrassrootsemployees,wetalkedabouthowtheycoulddowellbydoinggood,”saidBestBuy’sHamlinMetzger.

Coworker engagementNetImpactintrapreneursdidnotcompletetheirworkalone;theyreliedonstrongteamsforsuccess.Coworkerswillinglydedicatedtimetoinitiativesasaresultofadeepunderstandingoftheprojectvalue.HamlinMetzgerofBestBuysuggestedthatintrapreneurs“serveasaconsultantandaresource.Avoidbeinga‘boss’or‘teacher’andfocusonpresentingthecase.”

• Recruit ambassadors.Intrapreneursreliedheavilyonadvocatestospreadthemessageabouttheirprojectthroughouttheorganization.SaidSuzanneHenricksenofClorox:“Ijustneededambassadorstohelpmespreadawarenessoftheproject.Itisnotmuchofatimecommitmentforthem,butitisahugehelptomeintermsofprogramparticipationandoverallsuccess.”

• Communicate often. Concise,regularcommunicationshelpedallintrapreneurspresentconsistentmessagesandkeeptheirprojectatthetopofcoworker’sminds.

• Keep it simple. Effectivecommunicationsandclearmessagesmadeprojectseasyforeveryoneinthecompanytounderstand.AsAjayBadhwarofDowhighlighted,“Keepitverysimpleandcelebrateyoursuccessusingstandardtools.ImaginethatpeoplearereadingyourcommunicationsontheirBlackberry;keepyourmessagesshortandwithoutcomplexfiles,fancyfont,orgraphics.”

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• Recognize contributors.Intrapreneursrecognizedtheirteamsinemailsandnewsletters,oncompanywebsites,andinpresentations.Severalintrapreneursmotivatedtheirteamswithgoalsofexternalrecognitionaswell,suchastheNetImpactChallenge,anannualenvironmentalandsocialimpactcompetition.

• Address complaints. Intrapreneurssoughttoaddressnegativefeedbackandpush-backfromcoworkersbeforelaunchingtheirinitiative.Itwasalsohelpfultokeeplinesofcommunicationopenduringtheprogramlaunchinordertostayontopofanyemergingissuesthatmightthreatenaproject’ssuccess.

• Be creative. Intrapreneursdefinedprojectsandprocessesthatworkedwellwithintheiruniquecorporateculture.AtClorox,employeesparticipatedinhalf-daycommunityserviceprojectsandworevolunteert-shirtsandjeansthroughoutthedayoftheevent.Inacompanywherebusinesscasualdressisthenorm,thesedressed-downemployeesdrewattentiontotheirwork,andsparkedconversationswithinterestedcoworkersandpotentialfuturevolunteers.

Management engagementInadditiontothestrategiesabove,intrapreneursfoundthatseveraltacticswerehelpfulingainingbuy-inandsupportfromtheirmanagementteams.Theyadvisedothersto

• Reachouttoseniormanagersearlyandofteninthechangeinitiative

• Focusonhowtheprojectaddsvaluetomanagementgoals• Usetraditionalcompanytemplatesorframeworksforongoing

progressreports• Recruitmanagerstocommunicatewithotherseniorleadersin

thecompanyontheproject’sbehalf

External stakeholder engagementSeveralofNetImpact’sintrapreneurssuccessfullyleveragedtheinputandresourcesofexternalstakeholderstohelpdriveaproject’ssuccess.Otherchangemakersconnectedtheirinternalworktothegoalsoftheirclients.Intrapreneursrecommendthatcorporatechangemakers:

• Leverage external resources.Aspartofhisworktodevelopthe

firstcorporateGreenBuildingStrategyforMcDonald’s,JohnRockwellpersuadedthecompanytobecomeamemberoftheUnitedStatesGreenBuildingCouncil(USGBC).InadditiontothesymbolicvalueofbecominganactivecorporatememberoftheUSGBC,membershipallowedJohntoaccessvaluableresourcesandexpertisethathelpedindevelopinghisprojectplan.ManyoftheintrapreneursNetImpactinterviewedalsobenefitedfromresourcesandcontactsavailablethroughNetImpact’sImpactatWorkProgram.

“Startsmallandbounceideasoffoffriends,thensmallergroupsandthenlargergroups.Thishelpstoattainbuy-inwhileimprovingyourunderstandingoftheemployeesandtheorganization.”

MikeNorelli,Ingersoll Rand

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“Havinganexcitedandengagedstaffgaveusmostoftheresourceswe

needed.”

ShoshannahLenski,BCG

• Connect with client goals. Severalintrapreneursconnectedtheirinternaleffortswiththeirclients’goals.MikeNorelliatIngersollRandmappedoutthesustainabilitygoalsofagroupofhiscompany’sclientsandusedtheirgoalstomakethecaseforchanginginternalprocesses.

  

2. Assemble Resources

Whiletheintrapreneursintervieweddidnotstarttheirprojectswithfundingordesignatedtimewithintheworkweek,theywereabletosecurenecessaryresourcestokeepprojectsmoving.

• Funding. Intrapreneurswereabletoobtaincorporatefundsaftermakingabusinesscasethatshowedapositivereturnoninvestment.Forexample,thefacilitiesdirectoratLevi’spurchased600reusablewaterbottlesfortheemployeeenvironmentteamaftertheteamidentified$40,000incostsavingsperyearfromeliminatingbottledwateronthecorporatecampus.

• Time constraints. Intrapreneurssuggestedthatothersshould“startsmall”and“notneglectyourregularjob.”Projectsfocusedon“low-hangingfruit”helpedintrapreneursgainbuy-inandbettermanagetheirnewwork,whilemaintainingfocusontheircorejob.Afterdemonstratingsuccess,theybuilttheteamsandsupportnecessarytorolloutlargerprojectsinthefuture.

Althoughitwasdifficultattimesforpassionateintrapreneurstolimittheirtimespentontheseinitiatives,theyrealizedthatlong-termsuccessdependedonmaintainingabalancebetweenpushingforwardwith“extracurricularwork”andkeepingfocusontheircorejobfunctions.

3. Scale a Project

ThesocialintrapreneursprofiledinMaking Your Impact at Workdesignedtheirprojectswithloftygoalsinmind.Throughtrialanderror,theyidentifiedfourkeytakeawaysfortheirpeerstokeepinmindwhenscalingprojectsintocompany-wideinitiatives:

• Achieve quick wins. Byshowcasingtheirteams’abilitytocreatevalueforthecompanyonsmallerprojectswithtangibleoutcomes,intrapreneursbuiltrecognitionfortheircontributions,trustfromtheirpeers,andthecapacityoftheirteamstoachievesuccessinbroaderinitiatives,creatingvaluablemomentum.

• Build team capacity. Empoweringprojectteammembersand

coworkerstocreatechangeensuredthelong-termviabilityofintrapreneurialprojects.HilarySinclaircultivatedthecapacityofherteamthroughtheprinciplesofparticipativeleadershipateBay:“FromthebeginningIwantedtomakethisprojectabouttheemployees.Itwastobetheirteamandsomethingthatmadethemfeelempoweredtomaketheircompanymoregreen.”

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• Build guiding templates and frameworks. Thelarge-scaleprojectsprofiledinthecasestudies(Google,BestBuy,andAccenture)reliedontheuseofcentrally-createdtemplatesandframeworksthatofficesacrosstheworldutilizedtoexecutelocalprojects.Bycreatingatemplateforlocalofficestoimplementvolunteerprojectsduringtheweek-longGoogleServeevent,theteamofintrapreneurshelpedinvolveover3,000employeesfrom45Googleofficesaroundtheworld.

• Share information. Aftercompletingasuccessfulstageof

theproject,intrapreneursleveragedtheirimpactbysharinginformationinternallywithotherdepartments,offices,andteams,andexternallywithindustrygroupsandthepublic.ThroughaBusinessforSocialResponsibilityworkinggroup,Timberland’sMichaelFischersharedthemodificationshemadetoatooldesignedtotracktransport-relatedcarbonemissionswithothercompanies.

Formoredetailsonhowtheseintrapreneursappliedtheseprinciplesintheirparticularproject,pleasereadthe“In-DepthCaseStudy”sectionattheendofMaking Your Impact at Work,whichisavailableforpaidNetImpactmembers.

“Yougetalotofsmallchangesthataddupratherthanonebigchange.Inabigcompanythisisimportantbecausesmallchangescancontinuallyhappenovertime,whichmakesiteasierforpeopletobuy-inandallowsyoutoprovetheconceptasyougo.”

JoelCarignan,Wachovia

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“Thisprojecthasplayedabigroleindevelopingmyleadershipskillsingeneral.Ithashelpedmelearnabouttakingandmitigatingrisk,

forgingahead,andengagingcorpo-rateleadership.”

SuzanneHenricksen,Clorox

Inadditiontothesocial,environmental,andfinancialimpactoftheseprojects,theintrapreneursprofiledreapedsignificantprofessionaldevelopmentgainsaswell.

• Examplesofintrapreneurswhoseprojectsledtonewinternalpositions:

o Hamlin Metzger beganasocialresponsibilitynetworkasanall-volunteerproject.Aftertwoyears,hepitchedtheideaofcreatingafull-timepositiontoBest Buy’sleadershipandbecamethefirstSeniorManagerofCorporateResponsibilityatthecompany.

o John Rockwell’s volunteerworkcomposingthefirstU.S.GreenBuildingStrategyfor McDonald’sledtohisjobasSustainabilityManagerforU.S.Development.

o Jason McBriartyciteshisvolunteerexperiencewithLevi’senvironmentteamasacriticalfactorinthecompanyofferinghimajobastheDirectorofStrategicFinanceforSustainabilityandCitizenship.

• Examplesofintrapreneurswhoseprojectsledtonewinternalpositions:

o Hamlin Metzger beganasocialresponsibilitynetworkasanall-volunteerproject.Aftertwoyears,hepitchedtheideaofcreatingafull-timepositiontoBest Buy’sleadershipandbecamethefirstSeniorManagerofCorporateResponsibilityatthecompany.

o John Rockwell’s volunteerworkcomposingthefirstU.S.GreenBuildingStrategyfor McDonald’sledtohisjobasSustainabilityManagerforU.S.Development.

o Jason McBriartyciteshisvolunteerexperiencewithLevi’senvironmentteamasacriticalfactorinthecompanyofferinghimajobastheDirectorofStrategicFinanceforSustainabilityandCitizenship.

• Examplesofintrapreneurswhoseprojectsbuiltleadershipandmanagementskills:

o “Ican’tsayenoughhowthisprojecthashelpedmedevelop.Itincreasedmyabilitytoleadteamsandtothinkthroughbigprojectsandbigideas.Ittaughtmehowdifficultandchallengingitistocarryoutalargechangeinitiativewithinacompany.Youreadthebooksaboutit,youhearlectures,andyoutalkaboutitinmeetings,butuntilyoudoit,youdon’tunderstandwhatittakes,”Mike Norelli, Ingersoll Rand

o “ThisprojectexposedmetomanydifferentcompaniesandgavemeachancetoconnectwithotherswhoshareTimberland’senvironmentalgoals,”Michael Fischer, Timberland

o “Thisprojectallowedmetotakealeadershippositionearlyinmycareer.Ihadthechancetopresenttomanydifferentgroups.Peoplerecognizetheroleofleadingaprojectlikethisindevelopingadifferent,broaderskillset.IthasenhancedmycareerandmakesmereallyhappytobeatBCG,”Shoshannah Lenski, BCG

• Examplesofintrapreneurswhoseprojectsbuiltleadershipandmanagementskills:

o “Ican’tsayenoughhowthisprojecthashelpedmedevelop.Itincreasedmyabilitytoleadteamsandtothinkthroughbigprojectsandbigideas.Ittaughtmehowdifficultandchallengingitistocarryoutalargechangeinitiativewithinacompany.Youreadthebooksaboutit,youhearlectures,andyoutalkaboutitinmeetings,butuntilyoudoit,youdon’tunderstandwhatittakes,”Mike Norelli, Ingersoll Rand

o “ThisprojectexposedmetomanydifferentcompaniesandgavemeachancetoconnectwithotherswhoshareTimberland’senvironmentalgoals,”Michael Fischer, Timberland

o “Thisprojectallowedmetotakealeadershippositionearlyinmycareer.Ihadthechancetopresenttomanydifferentgroups.Peoplerecognizetheroleofleadingaprojectlikethisindevelopingadifferent,broaderskillset.IthasenhancedmycareerandmakesmereallyhappytobeatBCG,”Shoshannah Lenski, BCG

Intrapreneurship and Professional Development

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NetImpactwasnotonlyinterestedinunderstandingsocialintrapreneurs,butalsotheuniqueaspectsoftheirorganization’sstructure,management,andculturethatenabledtheirprojectstothrive.Intrapreneurialinitiativesaroundsocialandenvironmentalchangeoccurredinlargeandsmallcompanies,andinbothbureaucraticandentrepreneurialcultures.AcrossthestoriesofNetImpact’sintrapreneurs,therewereanumberofcommonalitiestotheircompanies’culturesthatenabledtheindividualstodriveprojectsuccess.Keypointsincludedopennessandtrust,leadershipsupportororganizationalcommitment,recognition,andanorganizationalfocusonperformance.

Firstandforemost,intrapreneurscitedmanagementsupportofemployeeinnovationascrucial.Supportiveleadershipcultivatedanactivecultureofintrapreneurship.“Thekeyisformanagementtobeopentoideasfromallemployees,”saidMikeNorellifromIngersollRand.“Employeeshavesomanyideastheycaninjectintoanorganization.IngersollRandwasextremelyconducivetothat,whichyoucanseeinthefactthata20-someyear-oldjuniorstaffmemberreceivedpermissiontopresentforanhouratourannualsymposium.OurVPsaid‘Coolidea,gomakeithappen.’”

Intrapreneurssuggestedthatcorporatechangemakersmaythriveevenifacompany’stopmanagementdoesnotexplicitlypromoteactiveemployeeinvolvementinsustainability.Goodcompaniesrewardedperformanceandprovidedrecognitionforteammembersthatwentaboveandbeyond.SaidAjayBadhwarofDowChemical,“Acompanyfocusonrewardingeffectiveprojectswillinherentlysupportintrapreneurship.”

The Company’s Role: Enabling Social Intrapreneurship

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How Net Impact Can Help You Get Started

Asemergingsocialintrapreneursconsiderprojectssimilartotheonesdetailedinthe“In-DepthCaseStudy”section,NetImpactcanhelpsupporttheseefforts.ThroughNetImpact’sImpactatWorkprogram,memberscanconnecttofellowintrapreneursandresourcesthatsupportthedevelopmentoftheiremployee-driveninitiativesinorganizationsaroundtheworld.Annualmembershipfees($55forUSprofessionals/$30forinternationalprofessionals)includenotonlyImpactatWorkresources,butalsoeducationalandcareerresources,networkingtools,discountsforNetImpact’sannualconference,localchapterevents,andmuchmore.

Foralimitedtime,membersofNetImpactwillalsohavetheopportunitytoposequestionstothesocialintrapreneursfeaturedinMaking Your Impact at WorkintheImpactatWorkForum.Inadditiontothisforum,NetImpactmemberscanconnectwithotherintrapreneursandcorporatechangeexpertseachmonthinourImpactatWorkCalls.

TolearnmoreabouttheresourcesprovidedthroughtheImpactatWorkprogramortoconnectwiththesocialintrapreneursprofiledinMaking Your Impact at Work,pleasevisitwww.netimpact.org/impactatwork.TojoinNetImpactpleasevisitwww.netimpact.org/join.

Inadditiontosupportingindividuals,NetImpactalsoworkswithcompaniesandorganizationstohelpthemengagewithournetwork,recruitoutstandingtalent,andspeakatourconferenceandotherevents.Tofindoutmoreabouthowweworkwithcompanies,checkoutwww.netimpact.org/sponsorship,ore-mailsponsorship@netimpact.org.

VisitNetImpact’swebsiteformore

resourcesandwaystoconnectwith

othersocialintrapreneurs

www.netimpact.org/impactatwork

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Acknowledgements First,NetImpactwouldliketothankalltheteamsofintrapreneursinournetworkandespeciallythosefeaturedinMaking Your Impact at Work.Theirworkinspiredthisresourceandwillcontinuetoinspireotherswhoseektochangethewaytheircompaniesdobusiness.

ManythankstoNetImpact’spartner,eBay,whohelpedsupportthisprojectfromstarttofinish.TheGlobalCitizenshipteaminparticularwasinstrumentalinsharingideasandprovidingthefinancialsupportnecessarytoallowNetImpacttocreateanddisseminate Making Your Impact at Work.

NetImpactisgratefultotheLeviStraussFoundationfortheircontinuedcommitmenttotheImpactatWorkProgram.ThisongoingpartnershiphelpedNetImpacttoproduceMaking Your Impact at WorkandcontinuestogivetheorganizationtheabilitytodevelopnewresourcesfortheImpactatWorkprogram.

Inadditiontothesocialintrepreneursprofiledintheaccompanyingcasestudies,NetImpactinterviewedanumberofotherfriendsandcolleagueswhoprovidedtheirinsightandguidanceforthisproject.NetImpactalsothanksBobWillardandtheInnovationNetworkforCommunitiesfortheirsupportduringtheplanningphasesofMaking Your Impact at Workandinproducingthefinishedproduct.

NetImpactreliesondozensofcommittedcorporate,foundation,andindividualdonorsforsupportingtheorganizationandprograms.NetImpactwouldliketothanktheorganization’sfunders,thousandsofdedicatedmembers,andstaffandBoardforsupportingbothImpactatWorkandotherprogramsandinitiatives.TolearnmoreaboutNetImpactandhowtogetinvolved,pleasevisitwww.netimpact.org.

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Additional ReadingSinceGilfordPinchotfirstcoinedthetermin1978,theconceptof“socialintrapreneurship”hasbeenrevivedrecentlybyanumberofpeopleandorganizations.Afewkeythoughtleadersinthedialogueinclude:

• Net Impactisaglobalorganizationofstudentsandprofessionalsusingbusinesstoimprovetheworld.NetImpact’sImpactatWorkprograminspires,educates,andequipssocialintrapreneursincreatingandimplementingworkplacechangeinitiatives.ImpactatWorksupportstheseprofessionalsbyprovidingprojectsupport,accesstoresources,andnetworkingopportunitiestohelpemployeeswhowantbringtheirsocialandenvironmentalvaluestowork.www.netimpact.org/impactatwork

• Bob Willard,leadingexpertonthebusinessvalueofcorporatesustainabilitystrategies,andauthorofThe Sustainability Advantage, The Next Sustainability Wave, andtheforthcomingSustainability Champion’s Guidebook,usestheterm“sustainabilitychampions.”“Theyhaveapassionaboutsustainabilityandtheyaspiretopersuadetheircompaniestobecomemodelsustainableenterprises.Theywanttheircompaniestobemorepositiveforcesintheworld.Oftentheyarenotseniorenoughintheirorganizationstohavesufficientpositionalauthoritytoaffectthenecessarychanges.Theyarechangemakers.Theyusestrategiesandtacticsinthearsenalofeffectiveorganizationaldevelopmentpractitioners,socialmarketers,teambuilders,andlearningorganizationleaders.Theytransformtheircompaniesintomoresustainablecorporatecitizenswithbetterproducts,moreresponsibleservices,andmoreinclusivegovernanceapproaches.”www.sustainabilityadvantage.com

• Professor Debra MeyersonofStanfordUniversity,coinedtheterm“temperedradicals.”“Theyoccupyallsortsofjobsandstandupforavarietyofideals…Bypushingbackonconventions,theycreateopportunitiesforchangewithintheirorganizations.Theyarenotheroicleadersofrevolutionaryaction;rather,theyarecautiousandcommittedcatalyststhatkeepgoingandwhoslowlymakeadifference.”www.ssireview.org/pdf/2004FA_feature_meyerson.pdf

• SustainAbility,defined“corporatechangemakers”or“socialintrapreneurs”ina2008reporttitled“The Social Intrapreneur: A Field Guide for Corporate Changemakers.”“1)Someonewhoworksinsidemajorcorporationsororganizationstodevelopandpromotepracticalsolutionstosocialorenvironmentalchallengeswhereprogressiscurrentlystalledbymarketfailures;2)Someonewhoappliestheprinciplesofsocialentrepreneurshipinsideamajororganization;3)Onecharacterizedbyan‘insider-outsider’mindsetandapproach.”www.sustainability.com/downloads_public/TheSocialIntrapreneur.pdf

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Shareyourquestionsandadviceforothersocialintrapreneurs

onlineinNetImpact’sImpactat

WorkForumwww.netimpact.org/impactatworkforum