Intrapreneurship or Extrapreneurship?
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My morning presentation for Alcatel-Lucent Bell Labs, on May 4, 2012. Whether it's incremental or radical, at its core innovation is about changing the market. To do so, most multinationals start to learn that they also have to adapt from within, and at some point escape from the slow-moving innovation pipeline paradigm. From open innovation to intrapreneurship, many innovation trends have been surfacing to answer this issue. But successful or not, these new paradigms are in many cases a gamble, that doesn't fit in a comprehensive strategic vision. Based on our experience with several blue chip companies and our own research, this short keynote will try to give a clear perspective and ground rules to select and implement new forms of innovation. Philippe Méda has had several lives in innovation markets: as a biotech researcher with a PhD, as a sales and marketing director in large pharmaceutical corporations, but also as a SME manager. He founded in 2007 Merkapt, a consulting and training agency that copilots the innovation process of startups, incubators and multinationals in Europe and Singapore on highly challenging, fast-growing markets.
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Intrapreneurship or Extrapreneurship?
- 1. Intro INTRA- OR Innovation Unknown waters Reasonable risk? Culture Openness EXTRAPRENEURSHIP? Alcatel-Lucent / Merkapt Philippe MÉDA, Mai 2012
- 2. Intro Innovation Philippe MÉDA / business designer Unknown waters Reasonable risk? Culture Openness
- 3. Intro Innovation Our secret sauce Unknown waters Reasonable risk? Culture Openness ( )+( ) Innovative people startups X multinationals X business in transition model
- 4. Intro Innovation Innovation as seen in MBAs Unknown waters Reasonable risk? Culture Openness
- 5. Intro Innovation (Real life) Unknown waters Reasonable risk? Culture Openness
- 6. Intro Innovation Unknown waters Thomas Edison Reasonable risk? Culture Openness Light bulb inventor or Co-innovator of the energy grid?
- 7. Intro Innovation Innovation accelerates Unknown waters Reasonable risk? Culture Openness
- 8. Intro Innovation Really! Unknown waters Reasonable risk? Culture Openness 38 Years 13 Years 4 Years 3 Years 88 Days Time to reach 50 millions users
- 9. Intro Innovation Really! Unknown waters Reasonable risk? Culture Openness
- 10. Intro Innovation Crisis accelerate further Unknown waters Reasonable risk? Culture Openness
- 11. Intro Innovation Innovation doesn’t care about your product Unknown waters Reasonable risk? Culture Openness 2002
- 12. Intro Innovation Innovation doesn’t care about your product Unknown waters Reasonable risk? Culture Openness
- 13. Intro Innovation Innovation doesn’t care about your product Unknown waters Reasonable risk? Culture Openness
- 14. Intro Innovation Innovation doesn’t care about your product Unknown waters Reasonable risk? Culture Openness
- 15. Intro Innovation Innovation doesn’t care about your product Unknown waters Reasonable risk? Culture Openness Product? Service? Experience? Way of life?
- 16. Intro Innovation We don’t see the future* Unknown waters Reasonable risk? Culture Openness «There is little reason for an individual to have a computer in their home» Ken OLSEN, CEO Digital Equipment, 1977
- 17. Intro Innovation We don’t see the future* Unknown waters Reasonable risk? Culture Openness
- 18. Intro Innovation We don’t see the future* Unknown waters Reasonable risk? Culture Openness «Slow hunch»
- 19. Intro Innovation (Even them) Unknown waters Reasonable risk? Culture Openness
- 20. Intro Innovation Innovation vs. status quo Unknown waters Reasonable risk? Culture Openness « Within a group of macaques, the last to adopt innovation are alpha males» François TADDEI (Laboratoire de Génétique Moléculaire Evolutive et Médicale, U571 INSERM)
- 21. Intro Innovation Innoriskation Unknown waters Reasonable risk? Culture Openness Planification Improvisation Dumb Luck
- 22. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness
- 23. Intro Innovation «Here be dragons» Unknown waters Reasonable risk? Culture Openness
- 24. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Techno risk Will it work? Market risk Will somebody pay for it?
- 25. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Techno risk Incremental Market risk
- 26. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Techno risk Significative Incremental Market risk
- 27. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Techno risk (aka WTF) Rupture Significative Incremental Market risk
- 28. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Techno risk ROI Horizon Innovation pipeline Market risk RI So M No ny kia
- 29. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Techno risk (???) Operational Excellence Product Leadership Customer Intimacy Market risk
- 30. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness
- 31. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness Innovation Killers : How Financial Tools Destroy Your Capacity to Do New Things by Clayton M. Christensen, Stephen P. Kaufman, and Willy C. Shih, Harvard Business Review, 2008. DCF Trap Fixed & Sunk Costs Earnings /Share Focus Stage-Gate Innovation
- 32. Intro Innovation Unknown waters Unknown waters Reasonable risk? Culture Openness
- 33. Intro Innovation Is there such a thing as a reasonable risk? Unknown waters Reasonable risk? Culture Openness
- 34. Intro Innovation 3 Strategies Unknown waters Reasonable risk? Culture Openness Innovation Strategic Intrapreneurship pipeline portfolio
- 35. Intro Innovation 3 Strategies Unknown waters Reasonable risk? Culture Openness Innovation pipeline We know the problem and the solution In-house Status quo x ROI Stock market valuation
- 36. Intro Innovation 3 Strategies Unknown waters Reasonable risk? Culture Openness Innovation Strategic pipeline portfolio We know the problem We know the problem, and the solution and don’t believe there’s a clear solution yet In-house Outsource Status quo Budget x ROI x Skills Stock market valuation
- 37. Intro Innovation 3 Strategies Unknown waters Reasonable risk? Culture Openness Innovation Strategic Intrapreneurship pipeline portfolio We know the problem We know the problem, We don’t really get and the solution and don’t believe there’s a the problem yet, clear solution yet but we are the best to create a solution In-house Outsource In-house? Status quo Budget Politics x ROI x Skills x Freedom Stock market valuation VISION
- 38. Intro Innovation Escape velocity Unknown waters Reasonable risk? Culture Openness Intrapreneur Politics x Freedom
- 39. Intro Innovation The buccaneer’s guide Unknown waters Reasonable risk? Culture Openness Get a «Privateer letter of marque» Get «Rules of engagement» Navigate out of the pipeline «Steal» resources from BUs Be neither in nor out Trap competition in a guerilla Shortcut decisions Create an open network Flirt with IP infringement Sell mockups and prototypes Pivot when necessary Ramp up... Or fail and learn fast Politics x Freedom
- 40. Intro Innovation Unknown waters Reasonable risk? Culture Planned innovation vs. Actually doing something Openness mentoring Incubation training consulting coaching ➊ BOOT ➋ BUFF ➌ BOOST «IN» «THROUGH» «OUT» Rules of engagement Explore and fail early Plug in the ecosystem 6 months 6 months 6 months 300 5 prototypes sales 30 ideas 10 3
- 41. Intro Innovation Unknown waters Reasonable risk? Culture Removing stage gates Openness
- 42. Intro Innovation Unknown waters Corsairs want to retire (eventually) Reasonable risk? Culture Openness
- 43. Intro Innovation Unknown waters Reasonable risk? Culture Why intrapreneurship? Openness #1 Culture #2 Opportunities #3 Resilience 90 99 10 1 Budget Profits Pipe Intra
- 44. Intro Innovation #1 Culture Unknown waters Reasonable risk? Culture Openness (Solution: it’s a bank)
- 45. Intro Innovation #1 Culture Unknown waters Reasonable risk? Culture Openness «Financial reverse-engineering»
- 46. Intro Innovation #1 Culture Unknown waters Reasonable risk? Culture Openness
- 47. Intro Innovation #1 Culture Unknown waters Reasonable risk? Culture Openness Eliminate waste Fail early Pivot / Iterate fast Get to actually know customers! Sexy
- 48. Intro Innovation Innovation pipeline Unknown waters Reasonable risk? Culture Openness MORE SPECS COMMODITIZE TECHNOLOGY PATENTS SPECIFICATIONS ROI
- 49. Intro Innovation Entre / Intra-preneurship Unknown waters Reasonable risk? Culture Openness CHANGE THE MARKET ADDED BUSINESS ( TECHNOLOGY ) REVENUES VALUE MODEL
- 50. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness
- 51. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness Innovators Outsiders Blue Employees Ocean Final Structure BU Startup
- 52. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness Innovators Open Outsiders Innovation Blue Employees Ocean Final Structure BU Startup
- 53. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness 1. EXTERNAL R&D Innocentive, P!zer... 2. COOPETITION Mobile, Google, ... Apple, Facebook, 3. WALLED GARDEN Salesforce... OPEN INNOVATION 4. EXTREME ARM, ATI, Qalcomm... EXTERNALIZATION 5. CUSTOMERS DRIVEN INNOVATION P&G, Fiat, Kraft, Starbucks... 6. CROWDSOURCE Fold-it, Ushuhaidi, Open Gvt.
- 54. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness Innovators Open Outsiders Innovation Blue Employees Intraprenarship Ocean Final Structure BU Startup
- 55. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness Innovators Open Outsiders Extrapreneurship Innovation Blue Employees Intraprenarship Ocean Final Structure BU Startup
- 56. Intro Innovation Unknown waters Reasonable risk? Degree of openness Culture Openness Outsiders Work Outside Open challenge Investment Open innovation mentoring Acquisition with customers New partnership Co-innovation Incubation New coopetition with partners Spin-o! Public incubators training consulting Research grant coaching Work Inside New version Insiders New product Internships New market Cross-BU creativity New business line Corporate task force New business unit Market research Strategic focus (Reincubation)
- 57. Intro Innovation Unknown waters Reasonable risk? Extrapreneurship Culture Openness • One place to bind them all 3. WALLED GARDEN • Hardcore integration of user experience Apple, Facebook, • No, or low, barrier of entry to play in Salesforce... • High ramp up potential
- 58. Intro Innovation Unknown waters Reasonable risk? Extrapreneurship Culture Openness Outsiders Open challenge Work Outside mentoring Open innovation Investment with customers Acquisition Excubation Co-innovation New partnership with partners New coopetition Public incubators Spin-o! Research grant
- 59. Intro Innovation Unknown waters Innovations Reasonable risk? Culture Openness Structure O"re Marché valeur activités et partenaires offre canaux de modes de segments ressources monétisation communication ajoutée clefs stratégiques produits distribution clients MAXIMISER INNOVATION OUVERTE ALLIANCES MICRO SÉRIES PARTAGER L’ADDITION LES CLIENTS DANS «GO GLOBAL» CLIENTS INSOLVABLES WoW, Star Wars, Dofus, InnoCentive, Spigit TEMPORAIRES Zynga, Shapeways, Crowdfinancing, L’ENTREPRISE cavissima.com, levin2.0, myrecyclestuff Disney merkapt, DavidS vs. archiduchesse friendsclear, tupperware, pesinet.org, think as a website - go Goliath, bundle of apps mymajorcompany, clicboutique, global, jedepose.com RECRUTER LE CLIENT wyseed, lookatmygame, DÉPLACEMENT goldenhook, REVENIR AU COEUR Beta tests, Apple At Home CUSTOMISATION DE macminicolo.net, blue ocean supermarmite IBM, Seesmic, Zodiac Advisors, Labotec COOPÉTITION MASSE colocation, location «GO LOCAL» IBM / Oracle, Microsoft / Maqet.com d’actifs, myfab parenco.org, Mozilla, logiciel libre, GUÉRILLA DESTRUCTION COLLISION DES «CROWDSOURCE» Peugeot 107 / Toyota tupperware, pesinet.org, CRÉATIVE BESOINS Wikipedia, Guerra RECYCLER / REMIXER CHANGER LA «GO GLOCAL» Creativa, Eyeka, Aygo / Citroën C1 clicboutique, franchiser Hôtel hospitalier (H. Carrefour City GRANULARITÉ Dieu), tourisme médical 99designs, iStockphoto MARCHÉS EN FRACTALISER KIndle singles, location CONSTRUIRE UN auto, payer à la conso PACKAGER CASCADES Smart 4x4 LONGUE TRAÎNE ÉCOSYSTÈME Zeri, propagation «BOTTOM-UP» «NO FACTORY» Amazon, Zappos P&G, GE... Nike Google / Apple apps vs. STATUFIER Microsoft, Facebook / TRANSFORMER EN TARIFICATION Rolex, Channel 5, Zynga vs. Myspace, DYNAMIQUE COURT-CIRCUITER SERVICE McDonald’s MINIMALISME EXTERNALISATION Salesforce offre / demande, temps iTunes, Auchan Drive chaud-devant, restoin Google, Craiglists, Alibaba, EXTRÊME réel, matière première / Dropbox, Youtube, Taxi G7 stock «GAMIFY» Slideshare... DÉCALER DANS LE «micro-rewards», morsel, Nokia N9, Logan Dacia, epicwin TEMPS Minecraft, Jolicloud, MICRO REVENUS crèche de nuit, Chrome OS, Boeing Scan recrutement de séniors Eagle «FREE BUSINESS» limiter (freemium, DÉMATÉRIALISER COPIER-COLLER période essai, cathode) , digibidi Jimmy Fairly appâter, sponsoriser ÉLARGIR LA RÉMUNÉRATION $ / recommendation / connaissance BÉNÉFICE MUTUEL
- 60. Intro Innovation Unknown waters Reasonable risk? Excubation Culture Openness
- 61. Intro Innovation Unknown waters Reasonable risk? If you got it right... Culture Openness AL - MBA Students? External Incubator IP Hackathon Product International Challenge SDK Bottom-up Innovation
- 62. Thanks! Innovation copilots Philippe MÉDA pmeda@merkapt.com @PMerkapt «I haven't failed ... I've just found 10,000 ways that do not work.»