SDA Bocconi-MBA Class-October 2013

SDA Bocconi, 22nd October 2013

intrapreneurshipnounthe act of behaving like an entrepreneur while working within a large organization.

ORIGIN 1970s (originally U.S.): from intra- [within] + a shortened form of entrepreneurship.

Ale Vigilante | @alebyday

Tuesday, 22 October 2013

THE CHALLENGEHOW DO YOU EXECUTE

“BE MORE INNOVATIVE”?


INNOVATION DESIGN

© Tony Peck - Peck Partners

INNOVATION STRATEGY

INNOVATION SYSTEM

TALENT &CULTURE

MISSION MANDATE &STRATEGY

PROCESSES &TOOLS GOVERNANCE STRUCTURE &

ECOSYSTEM

LEADERSHIP TALENT CULTURE &CLIMATE

METRICS


INNOVATION DESIGN

© Tony Peck - Peck Partners

INNOVATION STRATEGY

INNOVATION SYSTEM

TALENT &CULTURE

MISSION MANDATE &STRATEGY

PROCESSES &TOOLS GOVERNANCE STRUCTURE &

ECOSYSTEM

LEADERSHIP TALENT CULTURE &CLIMATE

METRICS

MISSION1


IT'S RISK MANAGEMENT, BABY


REVENUESor

ROI

High

Low

ROADMAP PRIORITIZATION


REVENUESor

ROI

High

Low

ROADMAP PRIORITIZATION

HighRISKor

UNCERTAINTYTuesday, 22 October 2013

2 MANDATE &STRATEGY


CLARITY


CLARITY

WHAT

ENGINEERINGTHINK WE DO


CLARITY

WHAT

SALESTHINK WE DO

WHAT



CLARITY

WHAT

CORP STRATEGYTHINK WE DO

WHAT

SALESTHINK WE DO

WHAT



CLARITY

WHAT

INTERNAL ITTHINK WE DO

WHAT


WHAT

SALESTHINK WE DO

WHAT



CLARITY

WHAT


WHAT


WHAT

SALESTHINK WE DO

WHAT


WHAT

OUR MUMSTHINK WE DO


CLARITY

WHAT

WE ACTUALLYDO

WHAT


WHAT


WHAT

SALESTHINK WE DO

WHAT


WHAT

OUR MUMSTHINK WE DO


3 STRUCTURE &ECOSYSTEM


DEDICATED TEAM


LOCATION

WHERE IDEAS COME FROM

OUTSIDE

INSIDE

WHERE IDEAS ARE PROGRESSEDINSIDE OUTSIDE


4 TALENT


5 CULTURE &CLIMATE


CULTURE

VS


COMMUNICATION


TSUNAMI INVOLVEMENT


6 METRICS


KPI’sLAGGING VS LEADING INDICATORS


LICENSE TO FAIL FAST, FAIL CHEAP


7 GOVERNANCE


FOCUS ON RESULTS

VS


8 PROCESSES &TOOLS


PROTOTYPING PROCESS

COLT PROPRIETARY CONTENTHIDDEN


IDEA CAPTURE FORM



INNOVATION RADAR



ASSESSMENT PAPER



INNOVATION FRAMEWORK



9 LEADERSHIP


Ale Vigilante | @alebyday


NEXT STEPS


FINE TUNING

TOOL KIT

Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio by George S. Day

MINOR INNOVATIONS MAKE UP 85% to 90% of companies’ development portfolios, on average, but they rarely generate the growth companies seek. At a time when companies should be taking bigger – but smart –

innovation risks, their bias is in the other direction. From 1990 to 2004 the percentage of major innovations in development portfolios dropped from 20.4 to 11.5 – even as the number of growth initiatives rose.1 The result is internal traffi c jams of safe, incremental innovations that delay all projects, stress organiza-tions, and fail to achieve revenue goals.

These small projects, which I call “little i” innovations, are necessary for continuous improvement, but they don’t give com-panies a competitive edge or contribute much to profi tability. It’s the risky “Big I” projects – new to the company or new to A

ndre

w B

anne

cker

110 Harvard Business Review | December 2007 | hbr.org

1717 Day.indd 1101717 Day.indd 110 11/1/07 8:51:30 PM11/1/07 8:51:30 PM


SDA Bocconi-MBA Class-October 2013

Business

Transcript of SDA Bocconi-MBA Class-October 2013