Intrapreneurship or Extrapreneurship?
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IntroInnovationUnknown watersReasonable risk?CultureOpenness
INTRA- OR EXTRAPRENEURSHIP?Alcatel-Lucent / MerkaptPhilippe MÉDA, Mai 2012
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Philippe MÉDA / business designer
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Our secret sauce
startups multinationalspeople
in transition
Innovativebusinessmodel
X X+( ) ( )
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation as seen in MBAs
IntroInnovationUnknown watersReasonable risk?CultureOpenness
(Real life)
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Thomas Edison
Light bulb inventor orCo-innovator of the energy grid?
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation accelerates
IntroInnovationUnknown watersReasonable risk?CultureOpenness
38 Years
13 Years
4 Years
3 Years
88 Days
Time to reach 50 millions users
Really!
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Really!
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Crisis accelerate further
IntroInnovationUnknown watersReasonable risk?CultureOpenness
2002
Innovation doesn’t care about your product
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation doesn’t care about your product
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation doesn’t care about your product
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation doesn’t care about your product
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation doesn’t care about your product
Product?Service?
Experience?Way of life?
IntroInnovationUnknown watersReasonable risk?CultureOpenness
We don’t see the future*
«There is little reason for an individual to have a computer in their home»Ken OLSEN, CEO Digital Equipment, 1977
IntroInnovationUnknown watersReasonable risk?CultureOpenness
We don’t see the future*
IntroInnovationUnknown watersReasonable risk?CultureOpenness
«Slow hunch»
We don’t see the future*
IntroInnovationUnknown watersReasonable risk?CultureOpenness
(Even them)
IntroInnovationUnknown watersReasonable risk?CultureOpenness
« Within a group of macaques, the last to adopt innovation are alpha males»
François TADDEI (Laboratoire de Génétique Moléculaire Evolutive et Médicale, U571 INSERM)
Innovation vs. status quo
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Planification Improvisation
Dumb Luck
Innoriskation
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Unknown waters
IntroInnovationUnknown watersReasonable risk?CultureOpenness
«Here be dragons»
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Will it work?
Will somebody pay for it?
Market risk
Techno risk
Unknown waters
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Incremental
Unknown waters
Market risk
Techno risk
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Incremental
Significative
Unknown waters
Market risk
Techno risk
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Rupture
(aka WTF)
Unknown waters
Market risk
Techno risk
Incremental
Significative
IntroInnovationUnknown watersReasonable risk?CultureOpenness
ROI Horizon
Innovationpipeline
Unknown waters
RIM SonyNokia
Market risk
Techno risk
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Unknown waters
CustomerIntimacy
Operational Excellence
(???)
Product Leadership
Market risk
Techno risk
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Unknown waters
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovation Killers : How Financial Tools Destroy Your Capacity to Do New Thingsby Clayton M. Christensen, Stephen P. Kaufman, and Willy C. Shih, Harvard Business Review, 2008.
DCF Trap
Fixed & Sunk CostsEarnings /Share FocusStage-Gate Innovation
Unknown waters
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Unknown waters
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Is there such a thing as a reasonable risk?
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Innovationpipeline
Strategicportfolio Intrapreneurship
3 Strategies
IntroInnovationUnknown watersReasonable risk?CultureOpenness
3 Strategies
Innovationpipeline
We know the problemand the solution
In-house
Status quox ROI
Stock market valuation
IntroInnovationUnknown watersReasonable risk?CultureOpenness
3 Strategies
Innovationpipeline
Strategicportfolio
We know the problemand the solution
We know the problem, and don’t believe there’s a
clear solution yet
In-house Outsource
Status quox ROI
Budgetx Skills
Stock market valuation
IntroInnovationUnknown watersReasonable risk?CultureOpenness
3 Strategies
Innovationpipeline
Strategicportfolio Intrapreneurship
We know the problemand the solution
In-house?
We know the problem, and don’t believe there’s a
clear solution yet
In-house Outsource
We don’t really get the problem yet,
but we are the best to create a solution
Status quox ROI
Budgetx Skills
Politicsx Freedom
Stock market valuation VISION
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Escape velocity
IntrapreneurPoliticsx Freedom
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Get a «Privateer letter of marque» Get «Rules of engagement»Navigate out of the pipeline«Steal» resources from BUs
Be neither in nor outTrap competition in a guerilla
Shortcut decisionsCreate an open network
Flirt with IP infringementSell mockups and prototypes
Pivot when necessaryRamp up...
Or fail and learn fast
Politics x Freedom
The buccaneer’s guide
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Incubation
trainingconsultingcoaching
mentoring
Planned innovation vs. Actually doing something
➊ BOOT
«IN»Rules of engagement6 months
➋ BUFF
«THROUGH»Explore and fail early6 months
➌ BOOST
«OUT»Plug in the ecosystem6 months
5 prototypes sales
30 ideas
300
10 3
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Removing stage gates
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Corsairs want to retire (eventually)
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Why intrapreneurship?
Budget Profits
9099
101
IntraPipe
#1 Culture #2 Opportunities #3 Resilience
IntroInnovationUnknown watersReasonable risk?CultureOpenness
(Solution: it’s a bank)
#1 Culture
IntroInnovationUnknown watersReasonable risk?CultureOpenness
«Financial reverse-engineering»
#1 Culture
IntroInnovationUnknown watersReasonable risk?CultureOpenness
#1 Culture
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Sexy
#1 Culture
Eliminate wasteFail early
Pivot / Iterate fastGet to actually know customers!
IntroInnovationUnknown watersReasonable risk?CultureOpenness
TECHNOLOGY PATENTS ROI
MORE SPECS
COMMODITIZE
SPECIFICATIONS
Innovation pipeline
IntroInnovationUnknown watersReasonable risk?CultureOpenness
ADDEDVALUE
BUSINESSMODEL REVENUES
CHANGETHE MARKET
( TECHNOLOGY )
Entre / Intra-preneurship
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Degree of openness
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Degree of openness
Outsiders
StartupBU
Employees Blue Ocean
FinalStructure
Innovators
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Outsiders
StartupBU
Employees
OpenInnovation
Blue Ocean
FinalStructure
Innovators
Degree of openness
IntroInnovationUnknown watersReasonable risk?CultureOpenness
1. EXTERNAL R&D Innocentive, P!zer...
2. COOPETITION Mobile, Google, ...
3. WALLED GARDENApple, Facebook,
Salesforce...
4. EXTREMEEXTERNALIZATION
ARM, ATI, Qalcomm...
5. CUSTOMERS DRIVEN INNOVATION P&G, Fiat, Kraft, Starbucks...
6. CROWDSOURCE Fold-it, Ushuhaidi, Open Gvt.
OPEN INNOVATION
Degree of openness
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Outsiders
StartupBU
Employees Intraprenarship
OpenInnovation
Blue Ocean
FinalStructure
Innovators
Degree of openness
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Outsiders
StartupBU
Employees
Extrapreneurship
Intraprenarship
OpenInnovation
Blue Ocean
FinalStructure
Innovators
Degree of openness
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Outsiders Open challenge Open innovationwith customersCo-innovationwith partners
Public incubatorsResearch grant
Insiders Internships
Cross-BU creativityCorporate task force
Market researchStrategic focus
Incubation
trainingconsultingcoaching
mentoring
Work Outside InvestmentAcquisition
New partnershipNew coopetition
Spin-o!
Work Inside New versionNew productNew market
New business lineNew business unit
(Reincubation)
Degree of openness
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Extrapreneurship
3. WALLED GARDEN
• One place to bind them all• Hardcore integration of user experience• No, or low, barrier of entry to play in• High ramp up potential
Apple, Facebook, Salesforce...
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Outsiders Open challenge Open innovationwith customersCo-innovationwith partners
Public incubatorsResearch grant
Excubation
mentoring Work Outside InvestmentAcquisition
New partnershipNew coopetition
Spin-o!
Extrapreneurship
IntroInnovationUnknown watersReasonable risk?CultureOpenness
REVENIR AU COEURIBM, Seesmic, Zodiac
COLLISION DES BESOINS
Hôtel hospitalier (H. Dieu), tourisme médical
MINIMALISMEGoogle, Craiglists, Alibaba,
Dropbox, Youtube, Slideshare...
Nokia N9, Logan Dacia, Minecraft, Jolicloud,
Chrome OS, Boeing Scan Eagle
«BOTTOM-UP»P&G, GE...
INNOVATION OUVERTEInnoCentive, Spigit
«CROWDSOURCE»Wikipedia, Guerra
Creativa, Eyeka, 99designs, iStockphoto
EXTERNALISATION EXTRÊME
Taxi G7
CUSTOMISATION DE MASSE
Maqet.com
«NO FACTORY»Nike
RECRUTER LE CLIENTBeta tests, Apple At Home
Advisors, Labotec
MAXIMISERWoW, Star Wars, Dofus,
Disney
MICRO SÉRIESZynga, Shapeways,
archiduchesse
RECYCLER / REMIXER
FRACTALISERSmart 4x4
TRANSFORMER EN SERVICE
chaud-devant, restoin
PARTAGER L’ADDITIONCrowdfinancing,
friendsclear, mymajorcompany,
wyseed, lookatmygame, macminicolo.net,
colocation, location d’actifs, myfab
MICRO REVENUS
«FREE BUSINESS»limiter (freemium,
période essai, cathode) , appâter, sponsoriser
CHANGER LA GRANULARITÉ
KIndle singles, location auto, payer à la conso
TARIFICATION DYNAMIQUE
offre / demande, temps réel, matière première /
stock
LES CLIENTS DANS L’ENTREPRISE
tupperware, pesinet.org, clicboutique, goldenhook,
supermarmite
GUÉRILLAtupperware, pesinet.org, clicboutique, franchiser
PACKAGER
ÉLARGIR LA RÉMUNÉRATION
$ / recommendation / connaissance
CLIENTS INSOLVABLESmyrecyclestuff
DESTRUCTION CRÉATIVE
MARCHÉS EN CASCADES
Zeri, propagation
DÉPLACEMENTblue ocean
STATUFIERRolex, Channel 5,
McDonald’s
«GO GLOBAL»cavissima.com, levin2.0,
think as a website - go global, jedepose.com
«GO LOCAL»parenco.org,
BÉNÉFICE MUTUEL
«GO GLOCAL»Carrefour City
LONGUE TRAÎNEAmazon, Zappos
«GAMIFY»«micro-rewards», morsel,
epicwin
COURT-CIRCUITERiTunes, Auchan Drive
CONSTRUIRE UN ÉCOSYSTÈME
Google / Apple apps vs. Microsoft, Facebook /
Zynga vs. Myspace, Salesforce
ALLIANCES TEMPORAIRES
merkapt, DavidS vs. Goliath, bundle of apps
COOPÉTITIONIBM / Oracle, Microsoft /
Mozilla, logiciel libre, Peugeot 107 / Toyota
Aygo / Citroën C1
DÉCALER DANS LE TEMPS
crèche de nuit, recrutement de séniors
DÉMATÉRIALISERdigibidi
canaux de communication
modes de distribution
segmentsclients
offreproduits
activités et ressources
clefs
valeurajoutée
partenaires stratégiques monétisation
Structure MarchéO"re
Innovations
COPIER-COLLERJimmy Fairly
IntroInnovationUnknown watersReasonable risk?CultureOpenness
Excubation
IntroInnovationUnknown watersReasonable risk?CultureOpenness
If you got it right...
AL - MBA External Incubator
HackathonInternational Challenge
Bottom-up Innovation
Students?IPProductSDK
Thanks! Philippe MÉ[email protected]@PMerkapt
«I haven't failed ...I've just found 10,000 waysthat do not work.»
Innovation copilots