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The most underestimated aspect of intrapreneurshipThe most difficult business process for companies to succeed at intrapreneurship is “Overcoming Corporate Obstacles.”
> In the excitement of launching a new business or line of business, companies will tend to focus on the innovation, the marketing and sales involved in launching new products, and the excitement around client adoption. Unfortunately, most will be blind to or simply not take the time to address the internal issues created by the parent company.
> The 12 intrapreneurial labors identified represent the most difficult internal challenges associated with launching a new business within a corporate environment. Some might appear innocuous at first glance, but do not underestimate their impact. My many years of experience have taught me that to ignore even a few of these challenges would be tantamount to corporate startup suicide.
From Winning at Intrapreneurship
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About Winning at Intrapreneurship
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Battling the myth of entrepreneurship
The dangers of the quick fix
The sponsor, the gatekeeper, and the
allies to survive
Creating and mastering
expectations
The benefits of skillful change management
Avoiding the materiality minefield
The compounding cushion and the forecasting trap
Preparing the startup for
corporate exposure
Rules for designing and positioning the
new business
Leveraging the parent company for strategic advantage
The threat of the corporate immune
system
How to prevent a controlled descent
into failure
Winning at intrapreneurship is a business methodology based on the book Winning at Intrapreneurship: 12 Labors to Overcome Corporate Culture and Achieve Startup Success. The book provides a practical guide on how to leverage intrapreneurship (corporate entrepreneurship) to grow your business by expending into new markets. It is aimed at business and functional leaders and managers in organizations called upon to lead or support a corporate entrepreneurship strategy and to prepare their organization to maximize the chances of success when launching a new business or line of business. The book is unique in how it helps guide business leaders to steer the start-up as it grows and leverage best practices in lean startup and other domains. It is divided into 12 labors, each dealing with specific challenges.
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About the Author
Guillaume Hervé is a consultant, accomplished senior business executive and serial intrapreneur with over 25 years of experience launching numerous new businesses across several industries throughout North and South America, Europe, Asia, and the Middle East. Guillaume is the author of Winning at Intrapreneurship: 12 Labors to Overcome Corporate Culture and Achieve Startup Success and a sought-after speaker and guest lecturer at MBA programs. He is the President of G3point0 Consulting, the Chairman of the medical technologies accelerator CTS Health and an executive mentor to startups and business leaders. Mr. Hervé is also the intrapreneurship expert supporting the Business Families Foundation’s Intrapreneurship Initiative.
G3point0 CONSULTING is a consulting firm that helps leaders define, refine, and put into action impactful business growth strategies leveraging intrapreneurship (corporate entrepreneurship) and best practices in entrepreneurship. Using well-defined methodologies and tools proven in the real world, G3point0 Consulting helps companies and business leaders maximize their investments and chances for success when launching new businesses or lines of business. It accompanies its clients and their teams as they effectively deploy high-impact tactics and focused action plans that will deliver the desired results.
About G3point0 Consulting
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A small subset of important topics covered in
Winning at Intrapreneurhsip
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Typical situations in intrapreneurship
Go broader with customers you
have
Creating new lines of business
to serve a broader part of
your existing market(s)
Go adjacent to your core to find new customers
Creating a new business or line
of business adjacent to your
core business
Go brand new to enter totally new
market
Entering a brand new market
leveraging some core business
expertize
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Reinventing your current core
business model
Questioning your core beliefs to position your
business for the future
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From Winning at Intrapreneurship
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Strategic Growth Options
Intrapreneurship is usually associated with an organic growth strategy
> Organic growth refers to a company choosing to look inside to grow by leveraging its own resources and energy. Versus growth by acquisition
> Organic growth is typically slower than growth by acquisition but is cheaper and typically more successful
From Winning at Intrapreneurship
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Five Gears of Intrapreneurship
5. Overcoming Corporate
Obstacles via Intrapreneurshi
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4. Lessons in
Entrepre-neurship
2. Matching Core
Competencies to New Market Opportunities
1. Managing
the Innovation Process
From Winning at Intrapreneurship
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A Strong (influential) Network
From Winning at Intrapreneurship
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Plan For Success
From Winning at Intrapreneurship
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Leverage the Parent Company
Corporate Force MultipliersTM (CFMs) The strengths, attributes, relationships, and proven capabilities that exist within a corporation and can be leveraged by smaller organizations within it. CFMs provide capabilities that are well beyond what can be expected of an independent business similar in size.
• people• organizations• materials• know-how• solutions• systems & processes • assets & technology
From Winning at Intrapreneurship
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Every NewCo Needs a Different CFM Strategy
A B CNew Co
Sales
Business Development
Marketing
Product Development
Project Management
Customer Service
Human Resources
IT/Travel/Admin
Legal
Finance
Operations
Manufacturing
New Co New Co
From Winning at Intrapreneurship
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Create New KPIs to Track and Promote Learning
From Winning at Intrapreneurship
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6 key ingredients to ensure strategic alignment1. Securing the CEO support and senior leadership buy-in
© 2016 G3point0 Consulting
2. Set your intrapreneurship vision. Broad guidelines
• Code name “project beacon” Marry wireless communications with automobiles.
3. Define materiality for your business
What size revenues matter?
What level of profits/EPS matter
5. Change how you measure success (KPIs and reporting)
6. Embrace change management
4. How intrapreneurship will contribute to medium/long term
• Enhance driver security and safety using wireless communications
From Winning at Intrapreneurship
