Tales of an Intrapreneur: What It Takes to Be Successful
•Télécharger en tant que PPTX, PDF•
0 j'aime•651 vues
This presentation was given at the Wedge16: Warriors, Disrupting Industries event on February 15. Learn more about what makes an intrapreneur successful, from the right attitudes and actions to the right methodology.
Recommandé
Recommandé
Contenu connexe
En vedette
En vedette (20)
Tales of an Intrapreneur: What It Takes to Be Successful
- 1. TALES OF AN INTRAPRENEUR February 15, 2017
- 2. Date2 Titre de la présentation
- 4. Date4 Titre de la présentation
- 5. Date5 Titre de la présentation
- 6. Date6 Titre de la présentation
- 7. 7 3 KEY STRENGTHS OF AN INTRAPRENEUR 1 2 3
- 8. Date 1
- 9. 9 Titre de la présentation
- 11. 11
- 12. 2
- 13. Titre de la présentation
- 15. Date15 Titre de la présentation
- 16. Date16 Titre de la présentation
- 17. 17 Titre de la présentation 3
- 18. CAPTAIN ONE MINUTE PIRATE THE NEXT
- 19. Date19 Titre de la présentation
Notes de l'éditeur
- My name is David Nosibor, I am 30, I am French working at Mazars Asia Pacific for 2,5 years. I am an Innovation Evangelist, fostering intrapreneurship and open innovation at Mazars, a global audit and accounting firm. We are like the big 4 (deloitte, PwC) but smaller meaning less money and resources.
- Main achievements: #MazarsforGood Innovation Challenge: a global competition I ran in 2015 asking young entrepreneurs and intrapreneurs below 30 to transform the way companies engage with their employees, society and their clients. Mazars’ Innovation Lab: in fact an intrapreneurs’ lab which gave birth to our cloud accounting servce “Eazy by Mazars” acting as a startup within Mazars
- Who works in large corporates? Large corporates like the one I am in have a huge challenge: Talent retention It is a real problem despite efforts from corporates. It could reach up to 35% per year in my industry. The cost is huge when you think about cost of training for the replacements. THROUGHLINE: So why don’t we truly put Employees first, customers second? It makes sense: you take care of employees, they will take great care of clients and help you define the future of the company. Today, employees are not really in a position to have a say. Instead of letting the future walk out the door, why not give it the tools to test and implement their ideas iteratively in parallel with the current operations? WHO IS WORKING AS AN ENTREPRENEUR OR IN STARTUPS? What makes a startup successful? Answer: smart risks! Corporates should let their people take smart risks, paying off for their corporates AND employees. Helping them spark and nurture their aspirations. That could pay off in a tremendous way for the corporate.
- Taking a smart risk is the reason why I ended up here. Summer 2013: I was at a crossroads in my career and I was also going to get married in a couple of months. I had been in the same role for 2 and a half years at Mazars in Paris. I wanted to work abroad, still with the company but it did not materialize. I also wanted to do something more meaningful than social media marketing. My soon-to-be wife also had enough with her job. I am sure everyone had that thought at least once: Why do we do what we do again? Let’s go on a world trip and leave everything behind! So my wife suggested that… At first, I was hesitant, did not see myself take the risk… Then I thought hard about it: all the networking I did to get a job abroad did not work out anyway. And it would not have made sense to disagree with my wife. So why not try something new and bold? We both resigned and it worked! Mazars reached out and offered me the opportunity to foster innovation at Mazars in Asia Pacific.
- What is an intrapreneur?
- THE START The feeling you get when you just got to a place where you don’t know anyone. Getting this mandate to challenge the status quo and changing the way we do things was given to me but at the end of the day, I arrived here and everybody was wondering what I was here for, what I was here to do. I am sure you have been in this situation before.
- 3 KEY ELEMENTS FOR INTRAPRENEURS TO THRIVE NETWORK (INSIDE AND OUTSIDE YOUR ORGANIZATION): BUILD, MEASURE, LEARN HUSTLE
- Being an intrapreneur is a bit like running for office. You will please people, you will bother some. One thing for sure is you won’t succeed by yourself.
- Who works in marketing in the room? Customer Empathy Map / Persona development canvas. You need to identify your sponsors’ persona! Use this canvas to identify your potential partner’s needs and goals, see which ones are common with what you believe in / your idea for the business. Get their trust and confidence.
- ASK FOR ADVICE BEFORE YOU ASK FOR RESOURCES Taking your sponsors through your approach and the hurdles you encounter is much more likely to grant you what you need. You may think you need resources and want to ask for it right away but your sponsor may not get the reason why in the first place. Put yourself in their shoes (that’s not always easy, I will give you that!).
- STEP OUT OF THE BUILDING, MEET OTHER INTRAPRENEURS! At some point, you need to get out of the building and meet other innovators, professionals. Staying in the same environment for too long may cloud your abilities to find solutions to problems. Bursts of creativity and problem solving abilities usually happen when talking to other people, or doing something unrelated. I am also the Singapore lead of the Circle of Young Intrapreneurs, a global movement designed to support young intrapreneurs.
- Build Measure Learn feedback loop. Core component of the lean startup methodology.
- BEFORE BUILDING: FRAME YOUR ASSUMPTIONS & TEST THEM WITH YOUR POTENTIAL CLIENTS Screenshot of business model canvas I m sure people in the room know what this is. This is a tool used by entrepreneurs/intrapreneurs to frame hypotheses and test their business idea. This can look a bit confusing when looking at it for the first time but there’s actually a free online course on the matter you can take on UDACITY.com Show first business model canvas done with the Eazy team Example: I was the lean startup coach for a team of intrapreneurs at Mazars. They had no idea what this was when I presented this to them. They learned how to use it with a free online course along with the coaching I provided. The course is available on UDACITY.com and you can find blank copies of the Business Model Canvas online. If you are looking at supporting and coaching intrapreneurs, there’s also the lean launchpad guide you can download for free online.
- Using the business model canvas allows you to test hypotheses during customers interviews then proceed to: Build a Minimum Viable Product for your clients to try out, Measure the results out of its use, Learn from them. The MVP is meant to provide the service to your clients/target audience with a minimum set of features. Showing MVP graphic Example: If your client is looking for a way to take him from point A to B, you can come up with a skateboard as a start, but not just a tire (PIC OF SKATEBOARD => CAR) You measure the customer’s feedback and learn from the experiment. If your MVP is not convincing your customers, you may need to change your assumptions and solving your customers’ paint points by “pivoting”, meaning changing a key element of your business.
- DON’T FALL IN LOVE WITH YOUR IDEA, FALL IN LOVE WITH THE PROBLEM! There’s the temptation to hold on to an unfeasible idea and lose precious time in the process. [Personal story]: When I was asked by my partners to foster innovation and engage employees, I wanted to organize a hackathon with all employees and get developers to team up with them to develop a cloud accounting service. I started to meetup with external partners and universities to recruit some people, secure the venue, etc. It was beyond what the company could afford and still, I had started to fall in love with the problem. My sponsor told me I had to go back to the drawing board. I decided to be a bit more daring in my approach.
- (15) Video pitch, Pic of co-working space in Priya’s presentation I had learned and studied the lean launchpad methodology taught by Steve Blank at Stanford. It’s a 12-week course helping you to test your assumptions, go through the customer discovery process and end up with a validated MVP. This course was originally meant for students willing to become entrepreneurs but also could be applied in corporates with a few tweaks. I ended up tweaking the programme, turned myself into a lean startup coach and pitched it to my sponsor: As a result, we pitched a brief to a team of 5 aspiring intrapreneurs in the office, asking them to come up with an affordable cloud accounting service for SMEs and Startups. They worked on this 1 day per week for 8 weeks and were based outside the office with me acting as the lean startup coach along with external mentors supporting them. They had to build an MVP and mock-up of the solution to present to the sponsor at the end of the 8 weeks.
- BE AGILE, BE RESOURCEFUL, DO ANYTHING TO MAKE IT WORK, REGARDLESS OF JOB DESCRIPTION. Can’t knock the hustle!
- (18) Captain one minute, pirate the next You mainly play by the rules to secure support but to achieve your own goals and your main beliefs, you sometimes need to go off track. Like every entrepreneur, what makes the success of an intrapreneur is the passion in what he or she does. Easier to ask for forgiveness rather than permission quote Being seen as an ambassador and example in the company while not hesitating to pass unapproved things if interests of the company are preserved. Example: the initial brief for the #MFG Innovation Challenge was to engage employees and/or potential recruits so they hear about Mazars and sense it as innovative. I imposed the social innovation angle on them. FOLLOW YOUR INTUITION, STAY TRUE TO YOUR BELIEFS!
- Takehome message before the finish line and to remain ahead: Network: build alliances internally and externally, use the empathy map to identify your potential sponsors, get to know their problems and needs. Be agile: use the lean startup methodology to frame your hypotheses, test them, build, measure and learn. Hustle: be resourceful, don’t hesitate to go off-track as long as the company’s interests are preserved. Stay true to your beliefs!
- 20