Intrapreneurship. A HR point of view.
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My keynote at www.intrapreneurshipconference.com 2011.
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Intrapreneurship. A HR point of view.
- 1. The Future of Work | Intrapreneurship
- 2. Improvement | The continuing involvement of employees in the quest for continuous improvement of products and services but also the processes that make possible is a must have. How do we wo rk on employee engagement? How to turn yo ur employees into intrapreneurs?
- 3. Employee expectations | That engagement is necessary for your organization and its drivers are the main expectations of employees...
- 4. Employers expectations | Engaged Passion Creativiy Initiative Intellect Present Diligence Obedience — Gary Hamel - Webinar July 2011
- 5. A key emerging trend in the ne w Connected Empowerment | Enterprise is treating employee s as an asset and thus as an internal custom er and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them, will gain a competitive advantage in retain ing key talent. Because the current “social media generation” is used to working with tools that are increasingly social an d collaborative, the ability to foster that type of work environment — while still sati sfying privacy and security concerns — is ke y to engagement in the workplace. — Yammer Blog - November 21, 2011
- 6. A key emerging trend in the ne w Connected Empowerment | Enterprise is treating employee s as an asset and thus as an internal custom er and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them, will gain a competitive advantage in retain ing key talent. Because the current “social media generation” is used to working with tools that are increasingly social an d collaborative, the ability to foster that type of work environment — while still sati sfying privacy and security concerns — is ke y to engagement in the workplace. — Yammer Blog - November 21, 2011
- 7. 2009 Sécurité d’Empl 2010 Rémunération Conditions de travail 2009 — 2010 Relation Sociales Soutien Source: SD Worx – Engagement Study 2009/2010 © Culture Mission, Vision, Stratégie Impact on Engagement Developpement Reconnaissance fonction Engagement |
- 8. 2009 Sécurité d’Empl 2010 Rémunération Conditions de travail 2009 — 2010 Relation Sociales Soutien Source: SD Worx – Engagement Study 2009/2010 © Culture Mission, Vision, Stratégie Impact on Engagement Developpement Reconnaissance fonction Engagement |
- 9. Embedding change | Initiative people Organisational Value Transforming HR Step Turn your employees into Agile 2 intrapreneurs who initiate change people (Re)vitalising HR Step Make your employees agile to 1 Inflexible cope with changes people Employee Value
- 10. Social Business | A business philosophy that emphasizes employee trust and autonomy as an alternative to hierarchical command and control management. Additionally, the philosophy views customers and business partners as trusted components of the organization, not as external constituents. The philosophy should be supported by appropriate organizational design, culture, business process, and technology strategies and investments.
- 11. Social Business | The model of the past is a hierarchical structure, with a bureaucracy that runs on conformity, control, standardization, and specialization. It was designed for large organizations to be efficient at scale, not to address the ways humans work best. — The Management 2.0 Challenge: How will YOU Reinvent Management in Your Organization?—HBR
- 12. Culture | Only 6% of the employees find their company’s culture innovative whereas 80% find themselves innovative
- 13. Intrapreneurship | Structures giving freedom Processes fostering autonomy Culture of collaboration Potential elements Phenomenon Outcomes (performance) Customer statisfaction MGMT Activities & Organisational culture Venture Creation & Innovation Job statisfaction Organisational setting Strategic renewal Skills & Attitudes of an Financial performance employee The model of intrapreneurship — Heinonen, Jarna & Korvela, Kaisu Turku School of Economics and business Administration, Turku, Finland
- 14. A complete new way of organising | Autonomy by minimizing hierarchical structures and rules
- 15. A complete new way of organising | Strength Based Workdesign Organising work matching individual strenghts and organisational objectives
- 16. A complete new way of organising | Collaboration Amplifying collaboration by stimulating dialogue, interaction and knowledge sharing
- 17. Leadership | } } No hierarchy Strong hierarchy more & more co-workers Top - down with Collaboration leadership competences needed VIP leaders club Leadership by all
- 18. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
- 19. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Building teams, Mentor Optimising collaboration, UsingPilot participative decision-making, managing conflict Mediator Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
- 20. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Living with change, Pilot Thinking creatively, Mediator Creating change Coordinator Productor Controller None — What roles are still too few in your organization for optimal performance?
- 21. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Understanding self and others, Mediator Communicating effectively, Coordinator Developing subordinates Productor Controller None — What roles are still too few in your organization for optimal performance?
- 22. Leadership | Social Architects 0 15 30 45 60 Stimulator Innovator Mentor Pilot Mediator Visioning, Planning and goal-setting, Coordinator Designing and organising, Productor Delegating effectively Controller None — What roles are still too few in your organization for optimal performance?
- 23. Visionary Intrapreneurial Organizational Leadership | Leadership Engaged Team Pilot Accountable Leadership Open-minded Innovator Interpersonal Agile Leadership Stimulator Empathic Mentor Collaborative Personal Leadership Inspiring Attitude Roles
- 24. Visionary Intrapreneurial Leadership | Engaged Stimulator Pilot Accountable Attitude Mentor Open-minded Innovator Innovator Stimulator Agile Attitude Stimulator Empathic Mentor Pilot Collaborative Stimulator Attitude Inspiring Other Innovator Attitude Roles
- 25. Turn your employees into intrapreneurs who initiate change or innovate | Give people enough time to work on creative ideas, but set up formal processes to make sure those ideas go somewhere. Encourage all your employees to contribute to the innovation dialogue. Assemble and unleash a diverse workforce. Diverse viewpoints result in better ideas. Design a career path for your intrapreneurs. Look for nontraditional ways to advance their careers. Prepare for the pitfalls of intrapreneurship. Be prepared to deal with failure and conflict.
- 26. WIIFM | Looking at / for opportunities Listening for my customers, colleagues, partners Actively collaborate Be a red monkey / search red monkeys ...
- 27. Integrate in HR processes | t proactive. Iden tifies any opportunities Merely doing what is expected, come no A in the market. oducts / services Identify opportunities es pecially in the market for existing pr B and also carry on. rvices. Plays Observes market opportunities and also detects new products / se ort-term perspective. C focused on these oppo rtunities and goes mainly to the sh ipating short and Looking for opportunities in the market, taking action and antic oducts / services. D medium term. Makes proposals for new pr ket long term. Comes Anticipates pote ntial problems or trends in the mar proposals or solutions. E spontane ously with detailed and thoughtful
- 28. Improvement Employee expectations Employers expectations Empowerment Engagement Embedding change Social Business Culture Intrapreneurship A complete new way of organising Leadership Social Architects Roles and attitude To do's WIIFM Integrate in HR processes
- 29. ASTD2011|
- 30. Frédéric Williquet +32 478 888 322 frederic.williquet@sdworx.com @fredericw