leclerc wshop intrapreneurshipconference dec2013
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How to put an intrapreneurial Bootcamp in place in your Company ? Learnings from Alcatel-Lucent experienceTRANSCRIPT
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CAN CORPORATE INNOVATION EVENTS BE THE DRIVER FOR CHANGE?How to put an intrapreneurial Bootcamp in place within your companyOlivier Leclerc, Director Innovation & Intrapreneurship
@setolivier | #bell_labs | #alcatel_lucentIntrapreneurship Conference - Dec 12th, 2013
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AGENDA
• Alcatel-Lucent experience about intrapreneurship Motivation / Rationale
Program details
Key learnings – after 5 years running BootCamps -
• A systemic approach
•Moving forward – getting into action
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• Year 2004:
‘‘Therearealot of great ideasinthiscompany…butformanyreasonsthesegreatideasdrop off the table,sothechallengebecamehowdowecreateacultureofinnovationwherepeoplefeelempoweredtofollowthroughontheirideas’’
BusinessPlantrainingforresearchersbut…
• Year 20061stBootCampwith multidisciplinary teams aroundresearchideasinBelgium
• Year 2008:BootCampconceptinFranceopen to all employees
• …andsoon
ORIGINS
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Défi ENTREPRENDRE BRINGING ENTREPRENEURSHIP INSIDE
Entrepreneurial Boot Camp
“Innovation is the responsibility
of every employee in the company”
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ENTREPRENEURIAL BOOT CAMP SPREAD, STIMULATE & CONCRETIZE AN ENTREPRENEURIAL SPIRIT WITHIN ALCATEL-LUCENT
CREATE VALUE FOR ALCATEL-LUCENT THINKING ‘OUT-OF-THE-BOX’
PROVIDE PERSONAL DEVELOPMENT OPPORTUNITIES FOR ALCATEL-LUCENT EMPLOYEES
OBJECTIVES
What is it?
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Inspiration
Call for Ideas: Idea Submission & Employee Collaboration
Team Building, Dating Event (F2F & online)
Creation of Business Plan:
training/coaching at #locations
Pitch at local & global final event (MC)
Incubation
Ventures ?
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MAKE IT A CHALLENGING ONE
LINKED TO CORPORATE STRATEGY
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• Call for Ideas by CEO
• Give on-line feedback, during employee collaboration
• Presence at Final Event
• Overcome silo-mentality, not invented here-syndrome
INVOLVE THE WHOLE ORGANISATIONFROM CEO …
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COLLECTING IDEAS
Web site : http://all.alcatel-lucent.com/defi-entreprendrehttps://engage.alcatel-lucent.com/groups/defi-entreprendr
Follow us on Twitter : http:\\twitter.com\ALU_Defi
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THE ENTREPRENEURIAL BOOTCAMP INNOVATION BOARD
INNOVATION BOARD(SelectsIdeas&teams,Supportparticipants&ActaspartofFinalJury)
President : Pascal HOMSY (CEOAlcatelLucentFrance) Hélène SALLIC (Corp.Strategy) Didier BERTHOUMIEUX (BellLabs/Corp.CTO) Jean-Luc BEYLAT (BellLabs) Philippe BAUD (GlobalAccountOrange) Jérôme LE MOUEL (HR) Christophe BEJINA (Networks/Wireless) Thierry BONNIN (Enterprise) Laurent LE GOURRIEREC (BellLabs/Corp.CTO) Caroline DIQUELOU (CorpMarketing,Strategy&Comms) Karine CALVET(CUFrance/Sales/Verticals) Mercedes MARTINEZ MARTIN (EMEAApplication
Enablement) André MECHALY (Solution&MarketingCUFrance) Vincent MOREAU (Networks/Video) Pascale THORRE(BellLabs/BusModelling) Vincent LARA(Corp.Finance) Dominique VINCENT (Procurement&DesigntoCost)
Board Secreatry : Olivier LECLERC (BellLabs)
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Inspiration
Call for Ideas: Idea Submission & Employee Collaboration
Team Building, Dating Event (F2F & online)
Creation of Business Plan:
training/coaching at #locations
Pitch at local & global final event (MC)
Incubation
Ventures ?
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THE TEAM
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THE CAPTAINSCOUTING ENTREPRENEURIAL TALENT
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• Cut the red tape
• Do not try to decide based on consensus
• Projects that deserve support should be quickly expedited
INNOVATION BOARD
• Good cop – Bad cop
• Trust
• Another view, not company-biased
• Business school, VC, Business Angel, …
INVOLVE AN EXTERNAL PARTY
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ENTREPRENEURIAL BOOTCAMP 'ACTIVE'PHASE
Intensive learning program in partnership with top-ranked French business school
MODULE 1 (2,5 days) MODULE 2 (2,5 days)
• Entrepreneurship essentials • Legal aspects• Entrepreneurial strategy
• Innovation, Creativity• Workshop Business Plan review
Support for the project team by ULYSSCO
• Team coaching by entrepreneurs; one coach by team.• Active participation during all the process
Internal support
• Individual training in eLearning, Training on intellectual property aspects• Internal mentoring by alumini, Club Défi…
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FACE-TO-FACE IS KEY
PROCESS
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CREATING THE BUSINESS PLAN
rolloutplan
team profile
businessmodel
businesscase
Business Opportunity Plan
financial roadmapbusiness modelroadmap
action/ work plan (short/ medium term)
team & competencies
roadmap
I
III
II
IV
business model format
customer value curves
technology evolution path
competitive arena
go to market strategy
value chain
earnings modelvalue proposition
cash curve
Time to Market/ Time to Profit
mile stone planning
are you an entrepreneur?team roles
competencies profiles& gap analysis
alliance/ cooperation profile
path for validating assumptions
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ENTREPRENEURIAL BOOTCAMP FINALEVENT
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Expressionof Ideas
Development of
Business Plan*
ConnectIdeas &People
People(ALU employees)
Ideas
Innovation Board (management ALU)
Jury = Innovation Board
& ‘external’ investors
Idea Owner‘Dating Event’ Training
"ENTREPRENDRE"
VentureExterne
InformationSelection of 15 idées
Selection de 7 teamsof 4 people
Identificationof Mentors
‘Final Event’
ProjetBD
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Recommendation to incubate (or
not)
- prototype - customer interest- market validation
* With ESCP Europe Business School + Coaching of teams
by serial Entrepreneurs
1 2 32 3
Focus on Implementation and Business Development
THE ENTREPRENEURIAL BOOT CAMPOVERVIEW - THE 4 MAIN STEPS
How doesit work?
How doesit work?
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KEEP INNOVATING THE INNOVATION PROCESS
EMEA BOOT CAMP
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INNOVATION FUNDCREATEDSEPT2009
As to : - - Buy equipment + pay for
service (POC)- - Allow / enable some team
members to work 100% of their time on the project for a limited and defined period
=> Help concretize the proposition
Eligible projects are high-rated ones after BC
Recommendation to incubate (or
not)
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ENTREPRENEURIAL BOOTCAMP SOMEKEYSUCCESSES
Augmented Reality services (forsmartphones)fundedby Innovation Fund from Jan til Dec 2010Transferred to , an Alcatel-Lucent company on Jan 2011Commercial contracts (hundreds k€)
MOSAR became Alcatel-Lucent ‘Alternative Energy Program’Energy-autonomous wireless base station Commercial contracts (M€)
MOSAR
Service for Smart Sharing and Enrichment of VideosTransfered to Alcatel-Lucent Entreprise – Now part of OpenTouch Video Store product lineGold prize at Intranet Innovation Awards 2011
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KEY LEARNINGS
• EMPLOYEES ENGAGEMENT & CULTURE CHANGE
• NEW IMAGE OF THE COMPANY
• FIRST REVENUES FROM THE BOOTCAMP PROJECTS
• DIVERSIFICATION OF THE PRODUCT PORTFOLIO
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• Business as usual
• Career switch
• Leaving the company
WHAT HAPPENS TO PEOPLE AFTER?
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From lively RSA Animate (http://www.thersa.org ), adapted from Dan Pink's talk at the RSA
RE-ENCHANTING EMPLOYEES
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BOOTCAMPERS are ALU BUCCANEERSCourtesy of
PHILIPPE MEDA - @Merkapt
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GERD LEONHARD, MediaFuturist.com @gleonhard
BOOTCAMPERS AS CHANGE AGENTS
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ADDITIONAL LEARNINGS /THOUGHTS
• Set a few KEY objectives for the program
• Get full support from key executive => as to contain Company antibodies
• Build a BPlan of your initiative
• Set and publish clear rules of engagement
• Involve external parties => they are change catalysers Business School
Business Angels / VCs
• Have your leaders/sponsors live the experience => the only way to convince them progressively and actually change culture
• Communicate !!! Keep on putting some extra energy Posters, Newsletters, flyers, videos
Testimonials, specific sessions
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ADDITIONAL LEARNINGS /THOUGHTS
• Use the system (eg. use training budget or Com budgets)
• Embark HR + other support entities (Purchasing Dpt, Legal Dpt) Find sponsors / supporters in each and every entity
• Valorize successes but also any other actions Tell the truth !
• Make the program viral Community management – scale it up – make it ‘sticky’ Use Bootcampers as ambassadors but also in other spaces / areas
• Have the initiative evolve (innovating innovation) and be complemented evaluate and learn from past editions Iteration is Key
• Manage expectations !
• Define / clarify exit options for teams
• See yourself as an intrapreneur :D
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Innovation
Business
Governance
People
Culture
Management
…. INTRAPRENEURSHIP DEALS WITH A SYSTEMIC APPROACH
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Innovation
Business
Governance
People
Culture
Management
EXAMPLES OF CONCRETE ACTIONS
• Accelerate projects Go-to-market
• Improve post program follow-up
• Projects funding
• Develop and encourage innovative behaviors
• Capitalize on community
• Improve Innov Board composition
• Optimize information & decision processes
• Strategic positionning of the intrapreneurial program
• Clarify engagement rules• Selection of projects / criteria
• Develop links with HR• Develop competences• Valorize talents
• Promote inititative and gain midldle management support
BootCampFoundation
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MOVING FORWARD
• Whatdefinesanintrapreneur?
• Whatcanhe/theybringtoyourorganization?
• Ifyouwouldstartanintrapreneurshipprogram,whatwouldbetheprimaryfocus?Why?
• Whowouldbeyoursponsors?(Matrixofinfluence)
• Exercise:
3minpitchtoyourCEOorbestsponsor
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INTRAPRENEUR'S 10 COMMANDMENTS BY GIFFORD PINCHOT (1985)
• Ask for advice before asking for resources.• Express gratitude.• Build your team; intrapreneuring is not a solo activity.• Share credit widely.• Keep the best interests of the company and its customers in mind, especially when
you have to bend the rules or circumvent the bureaucracy.• Don't ask to be fired; even as you bend the rules and act without permission, use all
the political skill you and your sponsors can muster to move the project forward without making waves.
1. Come to work each day willing to be fired.2. Circumvent any orders aimed at stopping your dream.3. Do any job needed to make your project work, regardless of your job
description.4. Find people to help you. 5. Follow your intuition about the people you choose, and
work only with the best.6. Work underground as long as you can publicity triggers the corporate
immune mechanism. 7. Never bet on a race unless you are running in it.8. Remember it is easier to ask forgiveness than to ask permission.9. Be true to your goals, but realistic about the ways to achieve them.10. Honor your sponsors.
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• Ideas are useless unless used. The proof of their value is in their implementation. Until then, they are in limbo.
• Ideas without action are worthless. Action is the foundational key to all success.
• The creative process does not end with an idea. It only starts with an idea.
• Genius is 1% inspiration and 99% perspiration.
• There have been many fine scientists desperately trying to become poor businessmen.
• Three factors lead to better performance and personal satisfaction: autonomy, mastery, and purpose.
SOME (ADDITIONAL) FINAL THOUGHTS
(Dare )