Established firms and Startups: the corporate entrepreneur’role. - Global Entrepreneurship Congress Milan 2015. Startups, whether inside or outside corporation, require different set of management approaches than a mature business. How can managers apply new practices, emerging from the statup world, inside established companies for managing innovation projects leveraging internal capabilities? What are the main obstacles? How to overcome the corporate immune system? What are the main enablers to foster an innovation initiative? How are their companies’ environments hospitable to the work of corporate entrepreneurs? The panelists discussed real cases of how corporate entrepreneurs are able to connect people, resources, ideas and act as startupper.

1. 1
Established firms and Startups:
the corporate entrepreneur’role
Stefano Mizio

2. Who will speak today
2
Different perspectives
Marcello
Viti
(Vodafone)
Domenico
Indolfi
(Everis)
Gianpietro
Pasquon
(Xmetrics)
How to manage innovation projects inside established companies

3. How to manage the relationship with
the Performance Engine.
What we are going to talk
3
The management’s role to sustain
the intrapreneur.
The CFO’s perspective: how to move
from the “dark side of the force” to
startup philosophy.

4. Setting the stage
4
Intrapreneur?

5. Intrapreneurship/Corporate Entrepreneuship
Intrapreneurship can be defined as using entrepreneurial skills
without taking on the risks or accountability associated with starting your
own business. Instead, intrapreneurs are employees in
larger organizations, who act as entrepreneurs
while having the resources and capabilities of the larger
firm to draw upon.
In 1992, The American Heritage Dictionary Intrapreneur,: “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”
5

6. The most famous case: the Macintosh team
6
Neewsweek 1985
Steve Jobs: “The
Macintosh team was what
is commonly known as
intrapreneurship; only a
few years before the term
was coined – a group of
people going, in
essence, back to the
garage, but in a large
company.”

7. The new context
7
Anxiety…

8. The right style of management – Uncertainty Ratio
8
by Nathan Flurr

9. Marcello VITI - GEC 2015
Vodafone
Beta Factory

10. Reggio Calabria
About me

11. xone
11
Innovation teams
Germany Spain
Italy Egypt
U.K.
Vodafone’s innovation accelerator
Our aim is to bring ideas from either
Italian startups or internal initiatives to
the marketplace so as to build, try and
offer new products and services to our
customers.

12. Organization
12
• Organization
• Processes,Tools
• Documentation
• Contracts
• Planning
• Individuals and Interactions
• Working
• Collaboration
• Responding to change

13. The innovation funnel
1: Idea
Generation 2: Selection 3: Concept
development
β Lab
Product Development Process Market launch
Startup Beta launch
Innovation project owner
“Entrepreneur”
“Kat crue” xfunctional
Resources
allocation
Beta
closed
Internal Idea / External
Startups
Steering contents / projects
Projects’s Adoption decision
Monitoring progress
Define the team
End to end
management
• Controlled launch
• MVP Focus
• Release early,
release often
Operating
principle
• Validate new services
with the help of
customers minimizing
legacy systems
integration
New
Innovation
process

14. Beta projects

15. Beta Projects launched
15
VF Buddies
TV solution
xone edition
Learning tablet
SMS 2
Media Plug
xone tools
Smart 42070 Vodafone BE
drivexone
findxoneNotifiche 3.0
Chiamami+
Sms
Geolocalizzato
SRTG (smartphone
ready to go)
xone.vodafone.it
Dicta &
VisualVoiceMail
2012-13 2014 2015
Backup+
New RD xone
portalVoceviaSMS
Cloudbrowsing
Happy Hour

16. Vodafone BE
16
Use your smartphone, collect badges , accomplish missions to achieve
the best Vodafone offers!
Partnership with Beintoo startup
Aim to apply some gamification rules to the Vodafone’s customers
during calls and SMS texting.
Customer’s SMS/CALL usage generates bagdes and bonus on
Vodafone BE platform.

17. The project allows Vodafone customers to handle SMS
messages directly from the web, from iPad, PC or Mac
manage their messages across all device.
Messages enrichment with pictures, videos or any other kind
of file
Moreover, it was totally integrated with the smartphone
address book
SMS 2
17
Send, receive and access your SMS2 from your tablet and PC with
your Vodafone number

18. 18

19. Thank you
xone.vodafone.it

20. everis
Domenico Indolfi
GEC 2015
20

21. 275
340
398 404
506
564 591
700
1.000
2006 2007 2008 2009 2010 2011 2012 2013 2016E
> 600
>
* History of the everis group’s turnover (€ millions)
• We were founded in 1996
with an innovative business
model.
• We invest in talent,
innovation and
excellence.
• Our annual growth: always
double-digit.
• We diversified and
specialized in high-
potential industries.
• We stand by our everis
values.
• 29 years average age;
very fast growth model
Our history Our reality Our dream
NTT DATA
Group
2016
To become
number 1 in the
market
21

22. everis in Italy
22
45
65
98
125
150
175
220
260
290
320
360
420
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Chiusura anno fiscale al 31 marzo. Importi in milioni di euro
1,8 2,1
6
9
11
13
15,6
18,1
21
24
27
31
FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14
Num employee Revenues
+ 100 new hired
in 2014

23. We’re doing very well but …
23

24. We’re doing very well but … are we really doing right?
24

25. Let’s analyze how are we
really doing
25

26. 26
Service Portfolio Analysis
April to June 2014
Project work for MBA student, provided an external view in analyzing our
service portfolio:
-Objectives
- facilitate and stimulate cross-fertilization
- eliminate information silos
-Task
- Map & analyze service portfolio
- Create a comprehensive service portfolio handbook
-Deliverables
- Service portfolio analysis for Executive Committee
- Service portfolio handbook for sharing at the level of Leaders & Managers

27. 6%
6%
9%
11%
13%
13%
15%
15%
17%
18%
21%
29%
31%
35%
39%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Public Cloud
Development of commercial projects on social web channels
Solutions of E-Commerce and/or Mobile Commerce and/or Mobile Payment
Development of marketing initiatives, services and CRM on mobile channels
Security, Compliance & Risk Management Systems
Information mgmt architecture, storage, virtualization
Private Cloud
Systems of Collaboration and Social Software
Development and renovation of data center
Introduction of Mobile devices
Development of Mobile Apps for business
Digitalization & dematirialization
CRM systems
Management Systems and ERP
Business Intelligence and Analytics
Service mapping & analysis
Identifying gaps & opportunities
Source of the market survey: Workshop ‘La priorità 2014 per le Direzioni ICT’ by Osservatori.net Politecnico di Milano
Investment Priorities for 2014 in Italy

28. Service mapping & analysis
Innovation
Standard Activity
Existing Client
New Client
New Activity
% of revenue
Adjacent
Standard activitiy
with new
customers
Adjacent
New activity with
existing customer
Core
Standard activity
with existing
customers
Transformational
New activity with new clients

29. Service mapping & analysis
Innovation
4% 0%
76% 20%
Standard Activity
Existing Client
New Client
New Activity
% of revenue
Adjacent
Standard activitiy
with new
customers
Adjacent
New activity with
existing customer
Core
Standard activity
with existing
customers
Transformational
New activity with new clients

30. Can we do something
different?
30

31. CALL FOR (INNOV)ACTION
1. Internal -> iLAB
31
2. External -> corporate new offering
3. Cultural

32. Internal call4ideas
• Open to all everis employees
• 3 projects started; 2 completed
32

33. Corporate Innovation

34. Culture of Innovation
Management
• 2 days workshop for all the management team, focusing on:
1. Corporate Entrepreneurship
2. Innovation New stage
and new horizons:
growth, leadership, capacity
and infrastructure.
34

36. 1 year ago – start thinking
11 months ago –> service portfolio analysis
9 months ago –> launch of iLab
6 months ago –> managers workshops
5 months ago –> corporate innovative offering
2 months ago –> everis Foundation

37. What’s next?
37

38. Offering Innovation Program
Goals for FY15, starting 1st of April 2015:
1. To develop an innovative offering to enrich our portfolio
2. To attract and retain talents
3. To use R&D funds coming from corporate

39. Offering Innovation Program
Master plan
iLab expectations call-4-ideas lab closing
Offering
topics &
target
selection
setup team lab deployment
Corp analisys
info & setup
team
lab deployment
Q4 - FY14 Q1 - FY15 Q2 Q3

40. Offering Innovation Program
Budget

41. Killing the CFO?
THE POINT OF VIEW OF A CFO
GIANPIETRO PASQUON

42. Until yesterday
27 years in the
finance department
of different large
and mid sized
established
companies.
CFO of 5 different
companies

43. What about the CFO's role in large
corporates?
Accounting
IFRS
TAX
ABC
US GAAP
Budgeting
L.
262/05
CXO’ s business
partner
Manager
Comunicator
Strategist
Catalyst

44. The consequence

45. A balancing is required instead
Technician Business partner

46. To transform CFO’s role in a service

47. My last experience

48. The turning point…

49. Main differences Tools (1/2)
Work is much more
varied & fun
Less money & benefits
Entrepeneurs need to
be left free to focus on
achieving their vision
If you’ve been
catalyst you’ve got
generalist skills
You make a bet
Take care of the
«details»

50. Main differences Tools (2/2)
Know how things work
No secretary
No personal driver
No car
Be always familiar with
the work of your
employees
Learn to work with
Office
Learn to drive cars
Go cycling or by bus!

51. Working with more satisfaction
Every day You build something that is
somehow yours

52. CFO : Darth Vader?
14

53. CFO: a Jedi?
15

54. Innovation is…
54
The limits to innovation in large organization have nothing to do
with creativity and nothing to do with technology.
Ray Stata – founder and chairman of Analog Devices
They have everything to do
with management capability

55. So…
55
Innovation…
It’s the people (intrapreneurs),..
James Carville … It’s the economy, stupid!

56. 56
InnoVits Startup Competition
Wednesday march 18
16:00 -18:00
How to effectively evaluate a new business ideas..
Thursday march 19
14:00 - 16:00