Intrapreneurship by Bartek Janowicz - meetup Warsaw 2016_11_02
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Transcript of Intrapreneurship by Bartek Janowicz - meetup Warsaw 2016_11_02
Warsaw, November 2nd, 2016
Intrapreneurship how to start building an ecosystem for corporate
startups
@BartoszJanowicz
@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
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
Szablon Modelu Biznesowego Zaprojektowane dla: Zaprojektowane przez: Data:Dzień
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)
PROBLEM SOLUTION FIT
Define & validate hypothesis for
customers, problems and soluKons
1. Problem phase: Validated: • customer segment • customer jobs, pains/
gains • persona • current customer journey
ok
Szablon Modelu Biznesowego Zaprojektowane dla: Zaprojektowane przez: Data:Dzień
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
PROBLEM SOLUTION FIT
Define & validate hypothesis for
customers, problems and soluKons
2. SoluKon phase: Validated: • Offer and value • Customer soluKons, pain
relievers and gain creators Designed new customer journeys
ok
Szablon Modelu Biznesowego Zaprojektowane dla: Zaprojektowane przez: Data:Dzień
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
Szablon Modelu Biznesowego Zaprojektowane dla: Zaprojektowane przez: Data:Dzień
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”)
Szablon Modelu Biznesowego Zaprojektowane dla: Zaprojektowane przez: Data:Dzień
Nr
Miesiąc Rok
Wersja:
sustained
acquisiKon
acKvaKon
retenKon
referral
revenue
sustained
Build
Learn
Measure
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
3 horizons of innovaKon
60-‐70%
20-‐30% 5-‐10%
Lean InnovaKon Management
Process Managment
3 horizons of innovaKon
ROI 1-‐3 years ROI 4-‐6 years ROI 4-‐10 years
@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
„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