29 & 30 September, 2015 ELAC, Mexico City

The Intrapreneur’s Toolkit: A League of Intrapreneurs Workshop

@maggiedepree @heidikikoler

@socintleague  

Hello! Welcome  to  a  li+le  Workshop  on  Intrapreneurship.  

@maggiedepree @heidikikoler

@socintleague  

Intrapreneur, n. 1. Someone who applies the principles of

entrepreneurship inside a major organization,

proactively developing new solutions or services.

2. One characterized by an ‘insider-outsider’ mindset and approach.

3. {Social Intrapreneur} Someone who works

inside major corporations or organizations to

develop and promote practical solutions to social

or environmental challenges where progress is

currently stalled by market failures.

Nick  Hughes  Vodafone  M-­‐PESA  

Rebecca  Moore  Google  

Myriam  Sidibe  Unilever  

Market Innovation

Societal Expectations

Meaning at Work

Intrapreneurship is neither a science

nor an art. It is a practice.

(Adapted from Peter Drucker)  

Make a Compelling Business Case

Negotiate the Political System

Build Communities of Purpose

Unlock Scarce Resources

Foster Personal Resilience

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2

3

4

5

Mastering Corporate Intrapreneurship

Honing Our Intrapreneurial Muscles Building Bridges to the Future

How can we bring our innovative ideas off the

page?

Navigating Politics & Building Community

How can we find allies amongst key

stakeholders?

Making an Effective Business Case

How might we effectively make the

case for our idea?

INTRODUCING NETWORKS

VIDEO  

Making a Compelling Business Case 1

Lisa McCallum, Nike, Designed To Move

BUSINESS CASE (10 MINUTES)

Help Miriam take her pilot project to scale. How might you make the business case for this project for additional

investment?

INNOVATION IS 10% EPIPHANY & 90% COMMUNITY

Build your Community 2

Build your Community

Jim Hanna, Starbucks, Cup Summits

2

Who are your Stakeholders?

Other Constituents

•  Indirect Beneficiaries

(communities, other client

segments, industry)

Customers •  Direct Beneficiaries (client

segments, internal clients)

Board •  Decision Makers (Line

Managers, Department

Heads, CEO)

Staff •  Existing & Future Team

Members (various skill sets)

Suppliers •  Delivery Partners (in-house,

external)

Alliances •  Partners (Brand Building,

Shared Vision)

Mapping your Stakeholders • Maps stakeholders based on interest and influence and gives direction on what to do with each type of player

• Exercise includes self mapping, sharing and getting insights with peers, and an knowledge drop regarding what it takes to build trust (as that’s the key move that needs to be done by the individual in shifting the relationship to a more productive state)

MATRIX STAKEHOLDERS MAP

INTEREST OF STAKEHOLDERS

INFL

UEN

CE/

POW

ER O

F ST

AKE

HO

LDER

S

MEET THEIR NEEDS KEY PLAYER

SHOW CONSIDERATION

LEASTIMPORTANT

INTEREST OF STAKEHOLDERS

INFL

UEN

CE/

POW

ER O

F ST

AKE

HO

LDER

S

INTEREST OF STAKEHOLDERS

INFL

UEN

CE/

POW

ER O

F ST

AKE

HO

LDER

S MEET THEIR NEEDS KEY PLAYER

SHOW CONSIDERATION

LEASTIMPORTANT

• Engage and consult on interest area• Try to increase level of interest• Aim to move into the right hand box

• Key Player focus efforts on this group• Involve in governance/decision making bodies• Engage and consult regularly

• Inform via general communications: newsletters, websites, mail shots.• Aim to move into the right hand box

• Make use of interest through involvement in low risk areas• Keep informed and consult on interest areas• Potential supporter/ goodwill ambassador

1.  What influence will this stakeholder have upon

the success/failure of my

initiative?

2.  How interested is this

stakeholder in the issue I am trying to address?

• Maps stakeholders based on interest and influence and gives direction on what to do with each type of player

• Exercise includes self mapping, sharing and getting insights with peers, and an knowledge drop regarding what it takes to build trust (as that’s the key move that needs to be done by the individual in shifting the relationship to a more productive state)

MATRIX STAKEHOLDERS MAP

INTEREST OF STAKEHOLDERS

INFL

UEN

CE/

POW

ER O

F ST

AKE

HO

LDER

S

MEET THEIR NEEDS KEY PLAYER

SHOW CONSIDERATION

LEASTIMPORTANT

INTEREST OF STAKEHOLDERS

INFL

UEN

CE/

POW

ER O

F ST

AKE

HO

LDER

S

INTEREST OF STAKEHOLDERS

INFL

UEN

CE/

POW

ER O

F ST

AKE

HO

LDER

S MEET THEIR NEEDS KEY PLAYER

SHOW CONSIDERATION

LEASTIMPORTANT

• Engage and consult on interest area• Try to increase level of interest• Aim to move into the right hand box

• Key Player focus efforts on this group• Involve in governance/decision making bodies• Engage and consult regularly

• Inform via general communications: newsletters, websites, mail shots.• Aim to move into the right hand box

• Make use of interest through involvement in low risk areas• Keep informed and consult on interest areas• Potential supporter/ goodwill ambassador

Mapping your Stakeholders

1.  High Influence/Low Interest =

Meet Needs

2.  High Influence/High Interest =

Key Player

3.  Low Influence/High Interest =

Show Consideration

4.  Low Influence/Low Interest =

Least Important

Understand Emotional Positions

Stakeholder Profile

Name

Age

Gender

Marital Status

Kids

Hobbies

Works/Studies

Likes/Dislikes

Job Context

Personal Context

Personality Traits

Goals/Personal & Professional

STAKEHOLDERS (15 minutes)

What is the business case? Who are Miriam’s key

stakeholders and what are their priority needs and

motivations that you’ll need to address to gain their support?

Building Bridges to the Future

Gib Bulloch, Accenture Development Partnerships

3

Idea: Create an ‘Adcept’

Idea: Create a Protagonist

Idea: Use Digital or a Cardboard Box

Idea: Create an Experience

STORYTELLING (10 minutes)

Building on the business case and stakeholder map, prepare

an emotionally engaging 3 minute pitch for their support.

PRESENTATIONS

REFLECTIONS

@maggiedepree @heidikikoler

@socintleague

THANK YOU.

Gary Hamel,

Leading Expert on Innovation 31