Procesos intraemprendedores Mondragon Team Academy en MBA 201617

PROCESOS DE INTRAEMPRENDIMIENTO FOSTERING INTRAPRENURIAL TEAMS

CHECK-IN:

¿QUÉ ES PARA NOSOTROS EL CONCEPTO DE

INTRAEMPRENDIMIENTO? ¿qué enfoque tiene el

intraemprendimiento en ATHLON, Aplicanet, Lotec y Oninart?

Indice de la sesión Objetivo de la sesión: entender el marco general sobre la importancia del concepto de intraemprendimiento, el-la intraempnededor-a y equipos intraemprendedores en el management.

#INTRO: Ecosistemas de innovación y emprendimiento #PARTE 1: Business. Concepto de intraemprendimiento #PARTE 2: El/La intraemprendedor/a #PARTE 3: Equipos intraemprendedores

INTRO: ECOSISTEMAS DE EMPRENDIMIENTO E

INNOVACIÓN

Algo interesante está pasando

The startup explosion High-growth technology companies have prenetrated nearly every area of society, and for every declining or transforming Industrial Era company, one can usually find an emergent information Era replacement. • Kodak > Instagram (Photography) • Borders Book > Amazon (Books) •  Tower Records > Spotify (Music) • Hotel Chains > Airbnb (Travel) •  Taxis > Uber (Transportation) • Recuiters > LinkedIn (Human Resources) • Newspaper > Social media (Information) • Retail stores > eCommerce (Shopping)

How big is the change?

The Global Startup Ecosystem Ranking

Source: The Global Startup Ecosystem Report

¿POR QUÉ UN ECOSISTEMA?

“La creación de nuevos ecosistemas de

emprendimiento e innovación tiene grandes

consecuencias en el futuro de la economía global”

•  Mientras que en 2008 la crisis de los mercados financieros hizo tambalear al mundo entero, en un universo paralelo, empresas como Facebook, Twitter y LinkedIn en Silicon Valley estaban creciendo exponencialmente y en varias regiones de USA surgían comunidades de emprendedores.

•  De la noche a la mañana todos hablaban de que el

emprendimiento era la solución para revitalizar la economía mundial. Gobiernos, business angels y las grandes corporaciones empezaron apostando por nuevas startups

•  Estados Unidos de América como ejemplo, en las últimas

tres décadas, las startups han creado más de 40 millones de puestos de trabajo.

El Modelo General

“Antes de crear una incubadora o una

aceleradora, conviene crear un ecosistema que

facilite la creación de nuevas empresas”

Modelo de referencia general en ecosistemas de emprendimiento e innovación (Indy, K. 2012)

1.  Emprendedores y líderes: la comunidad necesita de personas con visión que liderarán la aventura. Un grupo de líderes comprometidos con el porqué de la causa y basados en la acción.

2.  Comunidad: Una comunidad viva y vibrante necesita de varios eventos

regulares que dinamicen a las personas que la forman.

3.  Talento: La adquisición de talento tiene que ser uno de los objetivos principales del ecosistema. Los programas de formación que se desarrollan desde las entidades educativas deben de apoyar el proceso emprendedor.

4.  Territorio: Adoptar lo que es único e indígena en esa región será una

de las claves principales 5.  Patronos corporativos: Es importante entender el árbol genealógico

de las comunidades y como se desarrollan los negocios en el entorno.

6.  Mentores: Identificar personas que conocen el terreno y tienen un conocimiento específico sobre la materia

7.  Servicios de apoyo: contables, abogados, profesionales del

marketing, consultores, administraciones y otras entidades público-privadas pueden ser de gran utilidad para el ecosistema.

8.  Acceso a capital: Hay que conocer quien (inversores) está interesado en qué (sectores y mercados), construyendo puentes con otras comunidades y ecosistemas dinámicos y vibrantes.

9.  Localización y espacios: Las comunidades necesitan un espacio que sirva como plataforma para conectar a las personas

10.  Plataforma de comunicación: El ecosistema tiene que tener una estrategia de comunicación formal. Se debe crear contenido desde diferentes perspectivas (blogs, webs, videos, artículos especializados, investigaciones,…). Hay que fomentar el compartir lo que se hace.

El modelo está concebido como un único proyecto sustentado en la interacción y en la complementariedad de tres actividades

autogestionadas y autosostenibles desarrolladas.

Nuestro Modelo

1. Centro de innovación y emprendimiento para emprendedores y start-ups El Centro de Innovación y Emprendimiento permitirá conectar con diferentes organizaciones, ideas, proyectos, iniciativas... posicionándolo como un espacio neutro y abierto, un lugar frontera donde suceden las innovaciones. En este centro se generan nuevas ideas y se incuban nuevos proyectos empresariales en sus etapas más iniciales.

2. Actividad educativa: universidad ( formación e investigación )

Desde la Universidad se desarrollan diferentes programas avanzados de formación, donde la innovación y el emprendimiento serán competencias de desarrollo transversales. Los jóvenes alumnos participarán en las actividades del Centro de Innovación Social e interactuarán con los emprendedores y los proyectos residentes en el mismo, así como con el resto de empresas ubicadas en el mismo edificio, de forma que se produzca una ósmosis natural entre ellos.

3. Empresas innovadoras

La tercera capa del centro acogerá las sedes de jóvenes empresas innovadoras que se encuentren en una etapa más evolucionada que las que se incuben en el centro de innovación social, o bien nuevas compañías de grandes grupos empresariales en sus primeras etapas. Estaríamos hablando de empresas con algunos años de vida, y que, por lo tanto, habrían pasado ya las primeras etapas de lanzamiento y se encontrarían en una nueva etapa de desarrollo y crecimiento.

PARTE 1: INTRAEMPRENDIMIENTO COMO

ESTRATEGIA EMPRESARIAL

Entrepreneurship and Innovation Stam, Erik (2008), Entrepreneurship and Innovation Policy

Entrepreneurship and innovation partly belong to the world of self-employment and start-ups, but also take place within large corporations and their subsidiaries

EL METODO DE LEAN STARTUP • El espíritu emprendedor es un tipo de management. En el

fondo parece que una está de moda, es innovadora y excitante y la otra es aburrida, seria y sosa.

• Orígenes: •  Steve Blank: Customer Development •  Lean Manufacturing, Toyota

•  Los 5 principios: •  Los emprendedores están en todas partes •  El espíritu emprendedor es management •  Aprendizaje validado •  Crear-Medir-Aprender •  Contabilidad de la innovación

The new age of innovation

Prahalad and Krishnan

1. Value will be co-created with customers.

2. No single firm has the knowledge, skills and resources.

3. The emerging market can be a source of innovation.

There are 3 critical aspects of Innovation and value creation:

The House of Innovation by Prahalad

What is Open Innovation? (Chesbrough)

Openess and capilarity both "allow knowledge to flow freely bottom up in organizations, but also in a bidirectional manner, with partners, suppliers and customers."

Blue Ocean Strategy W. Chan Kim & Renée Mauborgne

INTRO Video: Gary Hamel

Openness The willingness to share information and do business out in the open.

Community The ability for people with shared purpose to organize and engage.

Meritocracy An environment where ideas and people succeed based on the quality of their ideas and contributions. Activism Tapping into individuals’ desire to stand up, opt in, and express themselves.

Collaboration The capability of groups of people to work together, divide tasks, and leverage individual strengths. Meaning The most powerful motivations come from within. Autonomy The freedom to act on one’s own, making decisions without the need of specific direction or approval from higher levels of management.

Serendipity The occurrence of events by chance in a beneficial way has always played a fundamental role in innovation. Decentralization Rather than a top-down approach where activity and decision-making are closely held in small, central areas—decentralization allows it to happen anywhere.

Experimentation An environment where ideas can be tested quickly and improved continually. Speed The unprecedented pace of change and immediacy of information. Trust An acknowledgement that each of us is acting on good faith and good work will be reciprocated. Fuente: Blog

Intrapreneurship: Trend in management, leadership and innovation….

PARTE 2: EL INTRAEMPRENDEDOR

Intrapreneurial Skills Manager vs. Entrepreneur

“Corporate Entrepreneurship & Innovation” Omorris, Kuratko & Covin

Entrepreneurs vs. Intrapreneurs

“Corporate Entrepreneurship & Innovation” Omorris, Kuratko & Covin

Intrapreneurial Skills

The Puzzle of Motivation by Dan Pink

Source: http://www.ted.com/talks/dan_pink_on_motivation

An Intrapreneur An int rapreneur th inks l ike an e n t r e p r e n e u r l o o k i n g o u t f o r oppor tun i t ies, which prof i t the organization. Intrapreneurship is a novel way of making organizations more profitable where imaginative employees entertain entrepreneurial thoughts. It is in the interest of an organization to encourage intrapreneurs.

The skills we should look: 1.  Startup mentality: Instead of problems,

intrapreneurs only have eye for opportunities. Dynamic thought and a can-do-mentality are vital for someone who needs ‘to transform ideas into new businesses’.

2.  Business maturity (strategic ability & vision): An intrapreneur should be – what we call – ‘C-level proof’. The ability to make a strong impression on the management is essential.

3.  Project Management: To become the dedicated lead of a corporate (innovation) project, you need project management skills. Next to leadership and organizational skills, an intrapreneur has to be a born team manager. Usually a corporate startup team is cross-functional, so this person has to be able to manage different profiles.

Source: http://www.boardofinnovation.com/2015/12/17/the-skills-

of-the-perfect-intrapreneur/

The skills we should look: 4.  Knowledge of internal (and external) environment:

Understanding the economy’s driving forces is essential when creating a successful business. What’s equally important is knowledge of the internal environment, an intrapreneur needs to be aware of the corporate culture, management structure, employees’ behaviour, etc.

5.  Stakeholder management: This is of high importance in a corporate innovation project (startup). Does the person has what it takes to protect his project against internal politics? Credibility within the company is crucial, a large internal network could proof that. Besides that, this person should be a master in networking.

6.  110% available: Since a corporate startup requires full-time engagement, an intrapreneur can’t combine this with his current role. Therefore his / her schedule should be completely cleared. To achieve this, the intrapreneur agrees to leave his role while the company finds a replacement for the tasks to be done.

How to identify and select the right intrapreneur for a startup project •  Challenge 1: reach all organization and people •  Challenge 2: Capture those who are triggered by the campaign (=

intrapreneur potentials) before they lost interest due to information overload or time concerns at the moment of viewing.

•  Challenge 3: Provide more info about the intrapreneurial role & give interested people the ability to apply for the role.

•  Challenge 4: Make a selection on relevance between the interested candidates.

•  Challenge 5: Verify skills and intrapreneurial potential of the selected employees.

•  Challenge 6: Clear schedule of chosen intrapreneur and get him out his current role.

•  Outcome: the first 5 steps took about 6 weeks. This last step a mere 2 months

Source: http://www.boardofinnovation.com/2016/01/12/case-how-we-identified-selected-the-right-intrapreneur-

for-one-of-our-latest-corporate-startup-projects/

3 types of intrapreneurs: To conclude, there 3 types of intrapreneurs and what we proved with this successful campaign, was that it is possible to find new intrapreneurs in the organisation (Type 2 and 3). 1.  Established intrapreneur: Easy to find but hard to rip out of their current

responsibilities. 2.  Potential intrapreneur: Having the skills and mindset, but not applied in

professional context yet. Hard to find and will need extra support for internal credibility.

3.  White raven intrapreneur: Right profile, first intrapreneurial results but not

identified as intrapreneur yet. This type you need to find before they either put their shoulders under a bunch of projects or leave the company because they don’t receive the responsibility they require to be motivated.

The 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. Someone who applies the principles of social entrepreneurship inside a major organization. One characterized by an ‘insider-outsider’ mindset and approach.

Source: https://www.allianz.com/v_1339502342000/media/

current/en/press/news/studies/downloads/thesocialintrapreneur_2008.pdf

Exercise: Diseña un proceso de identificación de intraemprendedores para la empresa que trabajas (Athlon, Oninart,…)

PARTE 3: EQUIPOS INTRAEMPRENDEDORES

We talk about Team Intrapreneurship

For many authors Intrapreneurship relates to the individual level and is about bottom-up, proactive work-related initiatives of individuals. Even the begining of an intraprenurial project (product, service, business, change…) can be individual, and we can foster crowd idea generation, we should lead a systemic change of the organization to be more fertile, and activate entreprenurial teams with the potential of creating more a more opportunities.

Team- Intrapreneurship

Why Team- Intrapreneurship?

Promote intrapreneurship is an organizational decision to achieve team based grassroot innovations and change the company culture. A lways comes f r om the S t ra teg i c and Organizational design, and never can be a goal itself.

Why Team-Intrapreneurship? When creating a corporate strategy, firms should create an environment where individuals working on teams are not afraid to bring good ideas to the table. One of the most important factors to consider is creating an environment where employees are free to bring good business ideas and ensuring that the ideas, if viable, are implemented and incorporated into the running of the business. The company should be willing to break tradition and embrace new ideas that might change the work environment for the better

Evolution organizations based on teams

TEAM WORK

SELF - MANAGEMENT

TEAM - INTRAPRENEURSHIP

Organizations that define a strategy for their teams to be more autonomous and self-managed aim at: •  Teams taking more decisions. •  Teams taking better decisions. •  Faster decisions (agility in the decision making

process). •  Consequently better results.

Evolution from team-work to team intrapreneurship

¿Is it enough for activate teams in search of Disruptive Innovation?


The mobilization and involvement around a purpose, usually generates greater predisposition to action and a special entrepreneurship mindset within the company. Involvement around a purpose was already introduced by Peters & Waterman in the famous book In search of Excellence, as a one the key factor of companies that success. We can understand the evolution of teams in an organization introducing these two variables: •  the involvement or connection of a team and, •  the result in terms of innovation and impact produced (focus and

action).

http://www.feeldot.com/intraemprendizaje-en-equipo-framework-para-la-innovacion-radical/ SOURCE:



Not all organizations and at all times we have to aim for teams working as intra-entrepreneurial teams.

But if we want to go beyond incremental improvement, and change the rules, impact the market and generate a differential value, we have to lead the change through the Intrapreneurship. Continuous learning teams, with an strong connection with the team WHY or purpose that they defined themselves. It is the framework needed for a greater freedom where they can show their entrepreneurial attitude and turn their strong commitment.

Evolution from team-work to team intrapreneurship Team Intrapreneurship can create value in at least 8 different areas of organizations 1 Performance / results. 2. Organizational learning. 3. Commitment and retention of workers. 4. Corporate renewal and organizational change. 5. Creation and transfer of skills. 6. Internal project sale, internal pitching, agility and support from upper management. 7. Decentralized liquid innovation. 8. Time to focus on new ideas and businesses

Fostering Team Intrapreneurship

Ten Faces of Innovation

Source: http://www.tenfacesofinnovation.com

Ten Faces of Innovation

Change Model by Kotter

Accelerate by Kotter “Perhaps the greatest challenge business leaders face

today is how to stay competitive amid constant turbulence and disruption”

A connected company needs Intraprenurial teams.

A connected company learns and adap ts th rough the distribution of control to points of customer interaction, where intrapreneurial teams pursue a common purpose and receive suppor t to organize and coordinate their activities.


A podular approach allows a large company to act as if it were a net of small companies; it gives the whole a level of flexibility and adaptiveness that would never be possible in a divisional organization. A podular organization is a fractal organization: every pod is an autonomous fractal unit that represents, and can function on behalf of, the business as a whole.

Podular organization is the future

1. Connected companies learn

2. Connected companies have a purpose

3. Connected companies get customer feedback

4. Connected companies experiment


Beyond the Holacrazy Hype Research and experience tell us that elements of self-organization will become valuable tools for companies of all kinds. Yet we see real challenges in embracing the approach wholesale—Zappos is still grappling with them, even though its holacracy adoption circle has regained its footing. To better understand the impulse behind self-management models, consider what leaders need most from their organizations: reliability and adaptability. Reliability means many things, such as generating predictable returns for shareholders, adhering to regulations, maintaining stable employment levels, and fulfilling customers’ expectations. So does adaptability: For example, some situations call for many small adjustments in production or manufacturing to meet local needs, while others call for fundamental shifts in strategy or capabilities.

3 myths about self managing organizations (Holacrazy)

#1 There is no organizational structure In fact self-management models are intricately nested. A holacracy circle, for example, may contain several subcircles, each with subcircles of its own. At Zappos the General Company Circle—the only circle not nested within another—has 18 subcircles, and the average number of subcircles is 1.8.


#2 Hierarchy no longer exists Zappos has twice as many “lead link” roles as it had managers pre-holacracy. What’s different, other than the label? Leadership responsibility belongs to the roles, not to the individuals in them. Authority may be contextual, but it does exist.


#3 Everything is decided by consensus The majority doesn’t rule—and not everyone has to agree with every idea that moves forward. In a holacracy, for example, any circle member can propose changes, and they are adopted unless another member objects on the grounds that they would harm the circle.

Self organizations’ characteristics 1.  Teams are the structure: In holacracy, they’re “circles”; in podularity, “pods”; at

Valve, “cabals”; and at many companies, simply “teams.” Whatever they’re called, these basic components—not individuals, and not units, departments, or divisions—are the essential building blocks of their organizations. Within them, individual roles are collectively defined and assigned to accomplish the work.

2.  Teams design and govern themselves: Although self-organization largely avoids traditional patterns of hierarchy, teams are nested within a larger structure, which they have a hand in shaping and refining. Holacratic organizations ratify a constitution—a living document outlining the rules by which circles are created, changed, and removed

3.  Leadership is contextual: In self-managed organizations, leadership is distributed among roles, not individuals (people usually hold multiple roles, on various teams). Leadership responsibilities continually shift as the work changes and as teams create and define new roles.

What They’re Talking About When They Say...

A glossary of self-management terms, starting at the organization level and moving to the team and individual levels. •  TEAL ORGANIZATION: A new kind of organization designed to enable “whole” individuals (not narrow

professional selves) to self-organize and self-manage to achieve an organic organizational purpose. •  HOLACRACY: The most widely adopted system of self-management, developed in 2007 by Brian Robertson.

Authority and decision making are distributed among fluid “circles” (defined below) throughout the organization, and governance is spelled out in a complex constitution.

•  PODULARITY: A system of self-management in which each basic unit, or “pod,” is treated as a microcosm of the whole business and acts on its behalf. Podularity has its roots in agile (defined below).

•  AGILE: A theory of management originating in software development. In an agile system of work, cross-functional, self-managed teams solve complex problems iteratively and adaptively—when possible, face-to-face—with rapid and flexible responses to changing customer needs.

•  CIRCLE: In a holacracy, a group of “roles”(defined below) working toward the same purpose; in essence, a team that forms or disbands as the organization’s needs change.

•  CABAL: At the video game developer Valve, a multidisciplinary project team that forms organically to work toward a major goal. “Voting with their feet,” employees create or join a cabal because they feel the work is important.

•  ROLE: In a holacracy circle, a set of responsibilities for a certain outcome or process. Roles can be created, revised, or destroyed; individuals usually have more than one, in multiple circles.

•  LEAD LINK: In a holacracy circle, the role responsible for assigning other roles and allocating resources. A lead link has some characteristics of a traditional manager but is subject to the circle’s governance process.

•  CLOU: “Colleague letter of understanding”—at the tomato-processing company Morning Star, an agreement crafted by each employee in consultation with relevant colleagues, outlining the employee’s roles along with detailed performance metrics.

Exercise 1 1.  ¿qué caras tienes tú? 2.  ¿qué caras tiene vuestro equipo? ¿que caras son

fuertes? ¿y las débiles?

Exercise 2 Dibuja como queréis que sea vuestra organización

Team Intrapreneurship: some tips

1. Emotional Connection •  Establish an emotional connection between people and the project, using

experiential dynamics. •  Connect people with the greater purpose. •  Connect the individual to the team and work on the emotional connections

within the team in order to create confidence within the team. •  Build common goals within the team, together with actionable short-term

objectives. •  Challenge the team to take actions that it has not taken so far.

Source: Dot S.Coop 2014

2. Action - Learning - New Action- •  Establish a constant flow of action. •  Reflect and learn from mistakes. •  Leadership •  Co-create with the customer. •  Sessions and learning tools that will lead to future actions. •  Constant challenges. •  First steps of incremental innovation (learning-action-error / success-learning-

action)

Team Intrapreneurship: some tips Source: Dot S.Coop 2014

3. Incremental Innovation •  Co-create with the customer . •  Search for new opportunities and improvements / clients. •  Create new knowledge. •  Implement the vision of the team. •  Business model generation.

Team Intrapreneurship: some tips Source: Dot S.Coop 2014

4. Disruptive Innovation •  Collaborative Innovation Ecosystem. •  Social Intrapreneurship. Social impact and transformation. •  Start the Lean start-up model •  Innovate in business models. •  Focus on results. •  Have a start-up mentality.

Source: Dot S.Coop 2014 Team Intrapreneurship: some tips

Food for thought - articles •  D. Schawbel, FORBES: Why Companies Want You To Become An Intrapreneur •  D. Schauwel, Entrepreneur: 3 Things You Don’t Know About Intrapreneurship •  G. Deeb, Entrepreneur: Big Companies That Embrace Intrapreneurship Will Thrive •  Richard Kneece, Wired: 10 Inspiring Examples of Successful Intrapreneurship •  F. Gino & B. Staats, Harvard Business Review: Why Organizations Don’t Learn •  G. Kawasaki: The Art of Intrapreneurship •  D. Baer, Fast Company: The Motivational Power of Working in Pods •  IESE in FORBES: Intrapreneur? How to ensure your business idea doesn’t get killed •  Wolcott & Lippitz in MIT Sloan: The four models of corporate entrepreneurship. •  Altringuer in HBR: A new model for innovation in big companies. •  Krueger in Fast Company: The Rise of the Intrapreneur •  Bernstein in HBR: Beyond the Holacrazy Hype. •  Hamel in HBR: First, let’s fire all managers. •  The Economist: Machine Learning. •  Kotter in HBR: Accelerate! •  Govindarajan in HBR: The innovation mindset in action. 3M Corporation.

Procesos intraemprendedores Mondragon Team Academy en MBA 201617

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Transcript of Procesos intraemprendedores Mondragon Team Academy en MBA 201617