The Business of Innovation; How to be a Successful Intrapreneur

The Business of Innovation:
How to be a Successful Intrapreneur

JOIN THE CONVERSATION
@DDGinc#CDOintrapreneur
2

@DDGinc #CDOintrapreneur 3
WHO WE ARE
INDEPENDENT
ADVISOR
LARGE
CONSULTANCY
A boutique consultancy that drives top-line revenue growth through digital
transformation. We specialize in implementing new innovation methods
and practices with our clients.

WHO WE SERVE
“Powerful strategic and creative thinking with a wealth of
expertise in digital”- VP, Digital Strategy & Development, IBM
}
“Marketers who not only come up with the big idea but
can also execute it flawlessly”- SVP, Citibank}
“A critical role in the thinking and execution of our brand
innovation” - SVP, The Economist}
“True innovators with a great balance of practical business
management. I sleep better knowing they are here”
- GM, NBCUniversal
}

TODAY‟S WORKSHOP
“Why One Intrapreneur Is Worth A Hundred "Engaged"
Employees”
Everyone is talking about why the intrapreneur is important….
“Intrapreneurs come to the rescue”
“Should big companies give up on innovation?”
“The rise of the intrapreneur”
…but few are talking about how to do it.
}
}
}
}

WHAT IS AN „INTRAPRENEUR‟?
How would you define it ?

“A person within a large corporation who takes direct
responsibility for turning an idea into a profitable
finished product through assertive risk-taking and
innovation”

@DDGinc #CDOintrapreneur
innovation”
8

innovation”
Turning Risk Taking into Profit
9

Executing your
vision and
measuring your
outcomes
THE “TURN”
Assessing
People,
Platforms &
Process
Segmenting your
internal audience
and developing a
unique approach
for each
The benefit for
achieving your
goals
Organizations understand that digital transformation is imperative, but face
challenges in formulating an effective plan to drive the change.
EVANGELIZE
GAUGE EVANGELIZE PROVE REWARD
The DDG Approach:

THE TURN & RISK
Accomplishing the Turn requires numerous points of effective Risk-Taking at
each stage…
… beginning with the right mind-set.

MIND-SET: WHAT DO YOU SEE A LOT OF IN THIS VIDEO?

GAUGING READINESS FOR RISK

GAUGING READINESS FOR RISK
What type of innovation environment is right for your organization?
Organizational
Readiness
LowHigh
Need for Innovation
Low High
“Just Milk the
Cash Cow”
“Our product can
always be better”
“We need to swing for
the fences”
“That‟s not what
we are about”
NEW
METHODS
NEW
PRACTICE

GAUGING APPETITE FOR RISK
What level of relative risk is appropriate for your company
Organizational
Readiness
LowHigh
Need for Innovation
Low High
15

GAUGING APPETITE FOR RISK
What level of relative risk is appropriate for your company
Organizational
Readiness
LowHigh
Need for Innovation
Low High
16

COMMUNICATING THE IMPORTANCE OF RISK

Brand Ego: Outside In vs. Inside Out
COMMUNICATING THE IMPORTANCE OF APPROPRIATE RISK
INSIDE OUT
PEERS
EMPLOYEES
EXECUTIVES
CUSTOMERS
THE STREET
COMPETITORS
OUSIDE IN
18

Organizational
Readiness
LowHigh
Need for Innovation
Low High
19
COMMUNICATING THE IMPORTANCE OF APPROPRIATE RISK
Brand Ego: Outside In vs. Inside Out

MANAGING RISK ADVERSITY OF ANTAGONISTS

Friend Vs. Foe
21
How can I tell the difference?
• We’ve tried that before
• That didn’t work before
• That’s not our business
MANAGING THE RISK ADVERSITY OF ANTAGONISTS
• That’s not how we do it
• That doesn’t work here
• I don’t think “Joe”
would agree with that

Friend Vs. Foe
22
Protagonists
• We’ve tried that before
• That didn’t work before
• That’s not our business
• That’s not how we do it
• That doesn’t work here
• I don’t think “Joe”
would agree with that
Antagonists

Better Practices for Managing
Antagonists
Collaborate to address
blockers directly
Connect early and often
Its not your opinion,
it’s the data talking
Protagonists & Antagonists

PROVING THE RISK IS WORTH IT

PROVING THE RISK IS WORTH IT – THE INCUBATOR MODEL
If your innovation practice produces
all “sizzle” and no “steak” how will you create value?

Business Unit
“VC”
INITIATIVE & MONEY
Innovation Dept.
“INCUBATOR”
“Startups”
Innovation Projects
Disproven
Initiatives
26

Business Unit
“VC”
INITIATIVE & MONEY
Innovation Dept.
“INCUBATOR”
“Startups”
Innovation Projects
Disproven
Initiatives
27
NEW
INNOVATIO
N
PRACTICE

How do you measure ROI in your business?

IMPACT
INVESTMENT
= RETURN
INVESTMENT REQUIRED
Actual / Planned Investment $
Time, FTE, Costs Req‟d
R
Track Your Actions
Define Measurable KPI
Business Metric tied to KPIs
IMPACT SIZING
•Analyze impact for each
project
•Repeatable process
•Business impact based
decisions

REWARD

TURN RISK TAKING INTO REWARD
• Customer Satisfaction
• Exceeding expectations
• Employees Morale
• Leadership Praise
• Shareholder Value
• Personal reward
CUSTOMERS SELFCOMPANY
Constituencies of Reward
31

TURN RISK TAKING INTO REWARD
Be Selfish
What position will you take after you create a
new innovation practice for your company?
Know your timeline - how long will the company
give you to succeed?
How will you be measured during this process and
what reward should be earned?
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DOES THIS VIDEO FEEL DIFFERENT NOW…

RECAP – TURNING RISK TAKING INTO PROFIT
• THE TURN: Innovate on your business, not your approach to innovation
• Gauge your personal and corporate readiness level
• Have an appropriate Brand Ego and let the data speak for you
• Manage your antagonists, they are critical to your success
• Incubator Model - Establish proven & measurable processes for innovation
• Be selfish – Define your Reward at the outset, not at the end
• See the Spaces, not the Trees

WORKSHOP
Organizational
Readiness
LowHigh
Need for Innovation
Low High
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CONTINUE THE CONVERSATION
David Gaspar
Managing Director
david@teamddg.com
Justin Tobin
Founder & President
Justin@teamddg.com
Christophe Jammet
Founder & President
Christophe@teamddg.com
Scott Singer
Managing Director
Scott@teamddg.com
Judy Simmons
Vice President
Judy@teamddg.com
Eva McCloskey
Director
Eva@teamddg.com
@DDGinc
#CDOintrapreneur

The Business of Innovation; How to be a Successful Intrapreneur

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