What is the link between a non-for-profit garage from GrDF, Adecco Insertion and Natixis’ social investment fund?

These are projects led by social intrapreneurs.

« Make the change from where you are » 

This is what some visionary individuals who leverage the capabilities of their organization to create social value have proved us possible.

They are managers, human resources directors, employees or project directors. They are all driven by a willingness to meet environmental and social challenges while claiming that the organization to which they belong is a wonderful pool of skills, creativity and potential.

They have thus decided to meet social and environmental needs from the inside of their companies by both having recourse to its resources and bringing back value to their organizations.

Social intrapreneurship, encouraged by committed and visionary employees, suggests promising avenues for corporate social involvement in order to reach a strong and ambitious social impact.

These innovative initiatives, meeting social needs from the inside of the traditional firm are still few in number and too often unknown. Yet companies can be a powerful leverage for social impact and highly benefit from these projects.

The first French-written publication on social intrapreneurship

Who are these “corporate change-makers”, these drivers of change who work from the inside of their company, and why do they take action?

What is the nature of these social intrapreneurship projects and how are they different from common corporate social responsibility, Base of the Pyramid (BOP) strategies or philanthropy?

How can companies favour the appearance of such projects and their success and what return on their commitment should they expect?

On November 2012, the agencies Volonteer and Odyssem issued the first publication in French on this emerging matter: Social intrapreneurship : the new frontier of social innovation in the company (Ed. Odyssem-Volonteer, November 2012, 5€).

This book aims at giving essential landmarks on social intrapreneurship and at analysing the main key factors of success of those projects.

On November 21^st 2012, ESSEC Alumni, INSEAD Alumni and BCG organized a conference at Le Monde where inspiring social intrapreneurs shared their experience with more than 150 people, showing the rising interest for the topic among employees of traditional firms, but also students, researchers and actors of social innovation.

The power to transform society

Social intrapreneurship is the new frontier for social innovation in traditional companies. Social intrapreneurs adopt a genuine entrepreneurial approach at the corner of the creation of social value and viable economic models and design innovative answers to social needs. We are convinced that tomorrow’s economy will be one where public actors, firms and citizens work hand in hand for the construction of a society thought and filled with life by all. Social intrapreneurship is a tangible sign of this on-going process and thus contributes to designing the shape of the company of the future.

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According to Richard Boly, head of eDiplomacy at the US state department, the answer is definitely YES.

Richard Boly is a high ranking official based in Washington and an entrepreneurship specialist. One of this missions within the American administration is to encourage civil servants in the foreign affairs department to propose and engage in innovative initiatives in a risk averse environment that is obsessed by stability and the status quo.

Administration 2.0 and Intrapreneurship

Richard Boly will speak about his innovative management style at the Intrapreneurship 2012 conference in Paris on December 13th.

After the events of the World trade centre on September 11, the American federal administration realized the flaws in its heavy bureaucracy and its rigid internal management systems.  The Wikileaks affair, a few years later was an additional wakeup call for the Foreign affairs administration.

During the last decade, the US State Department has reconsidered some of its management practices. Richard Boly, among others, has suggested to implement a more open and agile internal structure, that is essential to adapt to an even more complex global reality.

The first step for a migration towards a 2.0 organizational model, had to be the implementation of internal collaborative tools: Internal social networks, blogs, wiki etc.

Liberate the individual potential in a trustworthy environment

It is not sufficient to develop peer to peer open communication channels to transform a public organizational structure, let alone an organization in the size of the US state department. For the migration to work, individuals need a greater level of autonomy on the one hand.

On the other hand, they need to evolve in a framework that inspires confidence to adopt entrepreneurial behaviors. They must in particular be reassured that the outcome generated by their initiative will not be overlooked, regardless of the form that the reward would take ( (recognition, merit, financial… eventually)

Lastly, necessary managerial and logistical support need to be made available to help initiative takers become intrapreneurs and to drive forward the ideas considered relevant for the organization.

A special investment fond to support intrapreneurial initiatives

having implemented the organizational migration mentioned above, what else needs to be done to stimulate this new behavior in order to foster innovation through intratrepreneurs?

Multiple experiments have been tried and a series of projects are now being implemented by the U.S. administration of Foreign Affairs.

The most notable project is undoubtably, the creation of an intrapreunarial investment fund by the US State Department in collaboration with Venture capitalists. This fund is dedicated to finance the projects initiated by civil servants working in the American embassies around the world.

Richard Boly will talk about this investment fund, among other things at the  Intrapreneurship 2012 Conference organized by Global Enterprise, in partnership with  Novancia Business School. The one day event will take place on December 13th in Paris.

For more information about the conference program and to benefit from the last tickets available visit the event website :www.intrapreneurshipconference.com

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What’s in it for you ?

With the support of world-class speakers, the Intrapreneurship 2012 Conference aims to provide the audience with the various dimensions embodied in the Intrapreneurship concept, here are some of them:

The vision of an intrapreneur (3M Group)

First of all : How does an intrapreneur think ?

Ketan Makwana, a British entrepreneur, has been a 3M employee for a few years. Famous, among other things, for the invention of the Post-It, the US group has built a strong reputation of being an “intrapreneur friendly” company.

3M has implemented the “20% work time” an employee can devote to an innovative project or experimentation of his/her own, as far as it’s related with the company’s business and concerns.

The “20% worktime principle” has inspired Google, among other organizations.

A startup accelerator in the media industry

Joris Van Heukelom works in the media industry, in the Netherlands. Joris used to work for Viacom, before joining the Finnish publishing company Sanoma. Within the group, he has put in place a scheme supporting intrapreneurial initiatives.

The chosen process works like an inner startup accelerator program.

Joris Van Heukelom will talk about it in Paris, at the Intrapreneurship conference, on December 13th.

The Garage initiative at Microsoft

Dirk Junghanns is a former Google employee now working for Microsoft.

The US software editor has set up a specific support framework, named The Garage, for employees aiming to develop and test their own products or service ideas.

Intrapreneur-employees keep their autonomy. They get a support, on a human and logisitcal level, from Microsoft. Their intrapreneurial activities, however, have to be operated during their off time. Microsoft wants its employees to remain focused on their daily operational tasks.

Open Innovation needs intrapreneurs

Stefan Lindegaard is one of the best known experts in the field of Open Innovation.

Per se, open innovation implies some entry and exit points on the edge of the organisation. Therefore, individuals need a certain level of autonomy to interact with peers in the outside.

Ideally, these people will cultivate an intrapreneurial culture. Intrapreneurship and open innovation are thus narrowly binded.

Stefan Lindegaard will give an overview of the close inter-relationship between the two approaches in his talk.

Social Intrapreneurship

Social intrapreneurship is also a rising practice among corporations.

At a time of quests for meaningful business activities, when CSR policies (corporate social responsability) are sometimes limited to PR actions, social intrapreneurship helps to tap into the sleeping energy that can be found in some employees who wish to have a positive impact on the community.

Thanks to a stronger level of personal commitment, the chances to achieve CSR and social impact goals are much higher.

Heather Dietz, London based consultant, and Amandine Barthélémy, who is based in Paris, will share their insights and thoughts in the field of social intrapreneurship.

Many other theoretical and practical learnings

Intrapreneurship is also poping on the radar screen of HR managers and is calling the attention of other stakeholders, such as venture capital firms.

We need to keep in mind however, that intrapreneurship is not a magic trick that can easily solve the issues of the 21st century company which is struggling to improve the efficiency of innovation processes and to better engage employees.

Moreover, the staff buy-in process may sound like a very long journey, as intrapreneurship outputs are often more indirect than direct.

Having said that, what we can claim at this point, is that intrapreneurship should nowadays stand high in the management toolbox of modern CEO, HR or innovation managers.

We look forward to see you in Paris on December 13th for the Intrapreneurship 2012 conference.

Information and registration can be found HERE

www.intrapreneurshipconference.com is organized by Global Enterprise in partnership with Novancia Business School Paris.

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You are taking a hike in the forest. A big storm starts blowing. What do you do? 

You look for shelter.

Your soccer team is leading by 1-0 in the finals. 30 minutes to go and your team will be the winner of the tournament.

You choose the best strategy: to play defensively and avoid risks.

You have built a great company. The past 10 years have been profitable. Families are depending on you. The economy is really tough. What do you do?

You play it safe.

Fixed rules of the game vs always changing ones

What is the difference between example one, two and three?

In the first 2 examples the rules of the game are clear and will not change. However in the last example the playing field is changing as we speak.

Production costs are key to profitability. What we have learnt to do is to change our innovation engine, a key asset to start a company, into a performance engine, a key asset to an established company.

Predictability and repeatability

The key characteristics of a performance engine are predictability and repeatability. Avoiding mistakes, total efficiency. Vijay Govindarajan and Chris Trimble have written a great book about it.

Facing the Euro Crises, this is exactly what most of us do, we believe that the best performance engines will survive.

Is it true ? Why do we believe that?

Kodak, Microsoft, The Swiss watch industry are all great examples. They believed they owned the monopoly.  In 1996 Microsoft’s officially stated that Internet would not survive.

There are many reasons for that. An important one is that people rely on their intuition more than on formulas.

Entrepreneurs have another way of thinking

The chance that a small business will survive in the United States is 35%. Entrepreneurs do not believe it applies to them. On average they estimate their chance to survive to be around 60%.

People think statistics do not apply to them. Because intuition only works in a predictable and stable environment, humans are inconsistent making summary judgments of complex information.

Furthermore when people make decisions they tend to take the inside view, calculating with the best-case scenario. Being part of a large company and its culture it is extremely difficult to take the outside view.

Intrapreneurs help to create an environment for change

My point is that, because people are really bad at forecasting, they cannot see it coming. It is not about more innovation. Finding ways to reduce production costs will surely help, but is it enough?

My point is about creative destruction. Radical change. How do we create an environment for change, which is more powerful than our limited brains?

Want to know the answer?

Come and visit the Intrapreneurship Conference of December 13 in Paris.

Arjen Hemelaar

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The amount of powerpoint-slides is not a KPI. 

This statement makes corporate people laugh very loud. And it is effective, because humour works quite good to self-reflect and learn about misbehavior and even to start embracing new behavioral patterns. Because in essence this is exactly what it is about.

How to learn a different way to behave ?

How can knowledge workers teach themselves to behave in a totally different way?

If you would profile the founder growing his startup and the knowledge worker busy at a corporate, you would find remarkably lots of differences between them.

Let’s pinpoint some :

A startup has no fear of “cannibalisation”

First, the paradigm of cannibalisation does not exist in the start up scene.

Can you imagine how liberating this is? In boardrooms and other corporate spheres possible cannibalisation is the most heard argument hurdling the track towards the really interesting stuff. The stuff that moves the needle and grasps the technological foundation needed to disrupt current business models.

Hereby the risk-avoidance behaviour of the founder vs the corporate guy is 180 degrees different and if even existent in the founders head, based on totally other arguments.

The entrepreneur lies awake concerned about the next pivot in development while the corporate worker has got a sleepless night wondering what the next step in his career will look like. Another big difference is the skillset owned by both types of knowledge workers.

You could easily describe it as the DIY (Do it Yourself) – versus the LMA-mentality (Lets Manage it Away). Not trying to be exhaustive in the differences, the biggest question mark points to a hypothetical symbiosis of both worlds.

Is it possible for a corporate to behave like a start up or even better, is it possible for a corporate worker to behave like a founder?

This immediately taps into the structure and governance of current big companies.

The conviction there is, that if the corporate will is existent, the personal behaviour can be trained and learned, leading to innovation through a format which is ten times cheaper and ten times faster than every earlier corporate path.

The main raison and rationale behind this ambition is simple and easy to understand. If you are convinced that everyone, even managers, can make and create things, you are more than half way through.

Creating the best makers then becomes a key factor. And this tangible path is practical and understandable for everyone, which unleashes a creative boost that leads to real products and services, no powerpoints.

That’s the essence of Intrapreneurship.

Joris Van Heukelom

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Everyone loves a great story.

Even the most shuttered heart can be opened with a classic, emotionally gripping tale.  And that is quite a powerful skill. 

Storytellers command respect

Storytellers throughout history have commanded respect and awe.  They have been the keepers of history, the Shamans, the spiritual leaders.  The stories they have told continue to inspire the people around them to believe and accomplish seemingly impossible goals.

And there is no less love for storytellers within the business community.  Inspirational leaders like Steve Jobs and Richard Branson rely on the art of storytelling to provoke and engage their employees, customers and consumers across the globe.

Why is storytelling critical for intrapreneurs ?

So what does that mean to the social intrapreneur?  Why is storytelling so important?

As an intrapreneur, you are tirelessly trying to build momentum for your projects – within challenging parameters.  Each stakeholder conversation is an opportunity to enlist another champion, another office maverick.

Because you are asking people to invest time and energy in a project outside of their day job, it is vital that you find ways to emotionally connect them to what you are trying to build.

“I’m not Steve Jobs, but…”

“That’s great,” you’re thinking “but I’m no Steve Jobs. What does this mean for me ?”

I’m glad you asked.

In my career, I’ve found that no matter who you are speaking with, or what story you are trying to tell, there are 5 simple techniques you can easily employ in order to be more effective at engaging others around your idea.

Here they are :

1. Know your audience

This seems like a no-brainer, but it’s remarkable how many people forget to take the time to understand to whom they are speaking.  Before you reach out to a colleague about your project, ask yourself: What is this person most passionate about?  What elements of this project are going to be most exciting to them? What are their personal goals?  Then find connection points in your story that will resonate specifically with them.

2. Create an experience.

Human beings generate visceral memories using all their senses.  It’s why you might have a flashback to a childhood experience when you catch a whiff of cinnamon.  If you want a colleague to genuinely connect to what you’re saying, ensure they are truly brought into the story.  Are there opportunities to set the scene with rich, detailed descriptions?  Can you bring in a tangible, visual aid that your colleague can hang on to?  Are you telling the story in a quiet place so your colleague can focus on what you’re saying?

3. Open Up

The most effective way to encourage a trust-filled interaction with your colleague is by sharing a bit of what makes you tick.  What gets you really excited about this piece of work?  Where have you hit a wall?  Be honest and don’t be afraid to be a bit vulnerable. More often than not, your colleague will have had a similar struggle as you.

4. Introduce a protagonist

The most engaging stories are the ones in which the audience can recognise a little bit of themselves, and in order to do that, we need to follow a hero/heroine on their transformational journey. That sounds complicated, but it’s really not.  Simply choose an important stakeholder in your project.  Give him/her a name. Describe their background – their hopes and goals.  And finally, use their journey as a way to tell the story.

(For example: instead of doing a data dump about the health benefits of a new vaccine, introduce your audience to Divya, a young mother without access to this vaccine, and then describe what her life will be like if the vaccine becomes available to her – and what will happen if it’s not.)

5. Practice

Now, you have a handle on your audience. You’ve created an honest, open story of human experience. Are you really going to negate all the work you’ve done by deciding to just ‘wing it?’ Actors don’t perform without rehearsal, and neither should you.  The process doesn’t need to be long and arduous, just be sure you’ve got a strong handle on all the story points – enough to adjust once you see what your audience responds to.

As an intrapreneur, the most important tools in your arsenal are your fellow warriors.  They are your champions, your sales team, and your allies in the battle against business as usual.

Get your colleagues’ support embracing your “inner Hemmingway”

In order to be sure that your colleagues are every bit as motivated as you are about your project, embrace your inner Hemmingway.

If you are feeling a bit stuck, look back at some of your favourite films, books, and anecdotes for inspiration.

Spice things up for your audience with vivid imagery, human truths, and appealing characters. Paint a picture of a world changed through heart, courage, and tenacity.

Then sit back and marvel, as your story gains a life of its own.

Heather Dietz

Heather Dietz is an innovation consultant and social intrapreneurship specialist at Imaginals. She will be a speaker at the Intrapreneurship 2012 Conference (Paris, Dec 13th)

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When do you let your employees embrace entrepreneurial behaviors and initiative? 

My view on this often stirs some controversy because I don’t think you should let all employees work with innovation – at the same time.

A large majority needs to just focus on their job and keep the big corporate engine running. They might do some incremental innovation, but otherwise they should just do their job.

Some might argue that innovation should be part of everyone’s job and that is of course a very good argument. However, if you let everyone innovate at the same time things will get messy and you are at risk at damaging the engine that over time allows you to invest in innovation.

Everyone should be given the opportunity to work with innovation

On the other hand, I strongly believe that every employee should be given the opportuntity to work with innovation even at a certain radical level through a variety of initiatives setup by your innovation leaders. This could be idea generating campaigns, internal business plan competitions and innovation camps.

Such initiatives not only identify great ideas within – or outside – your organization. They can also help you identify people who have natural capabilities for making innovation happen. Some are just better than others and you need to identify and develop these people even further. Doing all of this will help you build a strong innovation culture.

As a closing comment on innovation culture, I would like to remind people that a corporate culture is almost carved in stone during the early years of the company and it takes disruptive events to change it significantly. Thus, it is quite dangerous to be inspired by things like Google’s 20% project in which employees can work on their own projects for 20% of the time.

This worked at Google in the early years (not even sure it works anymore at Google), but it will be very difficult to implement this concept in a culture that is not used to this. The mindset and processes needed to support this are simply not in place.

Intrapreneurship as a corner stone for a new corporate culture ?

Most companies need to develop this mindset and create the processes almost from the ground up and as they do so, I advice them to pay more attention to intrapreneurship.

The term and concept is new to many corporate innovators, but I believe this is about to change. More companies will embrace intrapreneurship and we will soon read great cases and attend conferences – like the one in Paris – on this topic.

On my end, I can promise you more posts on intrapreneurship and you are welcome to suggest topics or issues that I should look into on this.

Stefan Lindegaard is a world famous expert in Open innovation and Intrapreneurship. Hiss blog 15Inno is among the most popular internationally  on these hot topics. He will be present at the Intrapreneurship conference in Paris to present his talk “Intrapreneurship : a key ingredient to embrace open innovation” 

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Then comes the (hard) question of how to make this maxim a true and living reality to all employees…

The Alcatel-Lucent Entrepreneurial Bootcamp

We decided in Alcatel-Lucent to design and shape a specific initiative – obviously open to any employee – called ‘Entrepreneurial BootCamp’ to actually address the issue.

The choice was deliberately made to stimulate and leverage from the entrepreneurial skills of some employees.

Intrapreneurs are indeed passionate and persistent individuals, who have a special ability to mobilize resources to meet their targets. They generally have an unconventional way of working and do not hesitate to transgress the established codes and processes.

In a highly competitive market such as that of telecoms where products are evolving at a very rapid pace, their creativity and business acumen are critical.

Possible to acquire the entrepreneur’s state of mind

No question, however, to consider that these are exclusively innate skills.

If some employees clearly have particular predisposition to entrepreneurship, it is perfectly possible to acquire this state of mind. The energy, motivation and even talent are usually also related to the environment. The true ability to act as an entrepreneur clearly builds up when each employee (intrapreneur) is convinced that the Company believes in him and his idea.

Disseminating the change in the whole company

Stimulating and disseminating such a intrapreneurial spirit within a Company is also a true vehicle of change, transforming its culture.

This also allows to identify and capitalize on an often poorly exploited innovation capacity of employees, to stimulate their creativity, to (re-) engage them in giving meaning to their actions (it is their project), to connect the talents and break the internal organizational silos and finally of course to reduce the time-to-market of innovations.

Beyond a simple call for ideas, this BootCamp initiative Alcatel-Lucent has launched in 2006 and shaped since then –the presentation will be all about key learnings after 6 years of BootCamps - also seeks to develop an ecosystem close to that of start-ups:  annual competitions, training and coaching, investment funds, sponsorship by serial-entrepreneurs to stimulate, unify and assist employees interested in this approach.

Olivier Leclerc is director, Innovation & Communication + Intrapreneurship at Alcatel-Lucent. He will be a keynote speaker at the Intrapreneurship 2012 Conference (Paris, Dec 13th, Novancia Business School)

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“Intrapreneurs are working to turn around vast supertankers in the form of incumbent companies with established (if dysfunctional) business models and interests deeply vested in the old order”, underlines this article in Fast Coexist. 

Intrapreneurs to achieve social and sustainablity goals

The concept of “intrapreneur,” has been around for almost 35 years.

The term “social intrapreneur” is much more recent. It has been mentioned, among others, in the recently published Social Intrapreneur report.

Just as for economical value creation, the intrapreneurship model can be cultivated to help an organization with the achievement of social and altruistic goals.

Produced in partnership with The Skoll Foundation, Allianz and IDEO, the Social Intrapreneurship report presents a field guide to the world of social intrapreneurship – its challenges and opportunities – and draws on research undertaken in twenty leading global corporations, according to the website.

The report, a.o., shares the story of Paul Ellingstad of HP’s Sustainability and Social Innovation team. As a intrapreneur himself, he explains the tangible, action-oriented ways in which the company’s technology is being used to enable health care programs in developing countries in partnership with social enterprises.

Social intrapreneurs are partnering with outside players and listen to their instinct

“Intrapreneurs have moved beyond the notion that external stakeholders are to be herded in periodically and squeezed for whatever they can contribute by way of insight. Instead, they view external organizations–and particularly social enterprises–as potential market enablers and strategic partners, says FastCoexist’s article. At their best, they tirelessly weave together inside-out and outside-in dynamics to create truly out-of-the-box solutions”.

Moreover, most of social intrapreneurs aren’t following any well-scripted playbook, say the authors of the report. Indeed, it is striking how often, alongside words like “collaboration,” they mention things like “serendipity,” “alchemy,” and “magic.” “You can’t project manage a cultural revolution,” one intrapreneur told us.

“Innovation and entrepreneurial approaches can help us get on top of key challenges, including coping with the oncoming silver tsunami of elderly people, for instance”.

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Ketan Makwana will be speaking at the Intrepreneurship 2012 conference, on December 13th in Paris. He will share his experience as an Intrapreneur at 3M and as an entrepreneur today.

Over the last few years we have heard a lot about the dynamics of entrepreneurship, it is almost fashionable now to be labelled an entrepreneur.

The world of enterprise and business revolves around people with an enterprising mindset; those that have the ability to look at things differently, approach the same issues/problems with a fresh and innovative approach.

So why cannot employees be entrepreneurial?

In today’s economic climate businesses need their employees to create innovation to generate more revenue and also save money; this is key to sustainability in tough times and will support business growth which in turn contributes to economic stability.

There are many corporations that adopt intrapreneurship into their organisations; this is when an employee takes on risk internally to innovate delivery, processes and service solutions to enhance revenue and margins.

Modern succesful companies also invest in the enterprising spirit of their employees

Organisations such as Google, Intel and 3M are labelled as pioneers and leaders of Intrapreneurial businesses; this is because they invest in the enterprising mind-sets of their employees… from standard processes such as training and development to more dynamic offerings for awards and financial investment into internal strategies which fosters increased revenue and better margin retention.

A lot can be learnt from Intrapreneurial companies they provide their employees space to develop and incubate innovation through dynamics.. a lot of which should now cascade down into SMEs and smaller businesses.

Intraprapreneurship opens the mind

Having been an intrapreneur myself I feel this stage of my professional experience has shaped the entrepreneur I have become. The experience has allowed me to be open-minded, visionary yet deliberate and precise with my executable projects.,, I would say Intrapreneurship has played a major part in the startup and scalability of all my businesses which have seen exponential growth in a short period of time within a ever increasing challenging environment.

The Intrapreneurship Conference – http://www.intrapreneurshipconference.com is a very appropriate and needed event in the diary.. the event brings together a wealth of experience and guidance whether you are an employee or entrepreneur.

In such economic times there is a steep requirement of adopting an enterprising mindset and the key to this is apparent in the principles of intrapreneurship.

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