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Gravity
Confessions of a serial intrapreneur
Harsh Jawharkar
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Before we begin
The opinions expressed are solely my own based onlessons learned over the last 14 years across multipleindustries and circumstances
Practical lessons learned, no theory, no prescriptions
Please share your own learnings and [email protected]
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Serial intrapreneur = launching new ventures (mostlyunfunded) within the constraints of large organizations
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Started out designing/launching new products at
leading firms like IDEO, A.T. Kearney, Pfizer, andSapient
Launched a social payments venture and built up theincubator at Wells Fargo; now that technology is beingcommercialized into the largest joint-venture personalpayment network in the U.S.
Created a new type of wallet at PayPal by commercializinganaward-winning product platform; laid the foundation for thecompany to go after the multi-billion dollar global prepaidmarket
Current RoleManaging Director Mobile and New ChannelDevelopment at Charles Schwab & Co.
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T-shaped tool-box
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ChannelMarketing Launching
newventures
andproducts
Design &Human Factors
DigitalAdvertising
BusinessStrategy &Operations
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Quick Poll Major product innovation pain-points
The matrix prevents innovation responsibility without authority
Making do with the talent on board some people are great, somepeople arent
Conducting test and learn in a risk-averse consensus environment
Knowing when to let go and deviating from your vision
How can we be operationally efficient AND innovative?
Being Agile in a waterfall environment
Difficulty prioritizing bets and managing the pipeline
Finding the right speed for innovation going too fast or too slow
Getting funded how to pitch reputation conscious corporatesponsors
Competing with or cannibalizing entrenched products
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Key Themes
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Story
Process
Approach
Team Building the right team,getting people motivated,and establishing the right
attitude
Solving the right problem,focusing on the minimum
viable product, and boot-strapping your way to launch
Finding the right fit, adapting
to your speed, pivoting, andmeasuring for success
Evangelizing, game-planning, and creating acoalition of support (internaland external)
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Building the right team
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Build a T-shaped team quality over quantity
Thinking Linking Doing
Observing
Empathizing
Brainstorming
Cross-pollinating
Synthesizing
Facilitating
Executing
Implementing
Testing
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Bottom LineNo delicate geniuses or divas; find tough people with thick skins
Get to know your teams strengths/weaknesses as early as possible
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You cant teach attitude but you can teach skills
Prioritize quick learnersover "domain experts
The experts are nice-to-have; but all thingsequal, find the hungrypeople
You cant teach attitude,
so dont overvalue
aptitude9
The upstart The expert
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Listen to the skeptics but shed the deadweight
Negativity is contagious,everyone is impressionable
Cut out the virus before itspreads and affects the rest ofyour team
Two options:
1) Step in to fill the gaps andpick up the load
2) Use it as a growth
opportunity for other team 10
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Sometimes we forget about the sweat equity
Leave your titles andegos at the door to buildteam spirit
You may be thequarterback but you needto block and tackle to getpeople to buy into the
vision
Create a huddle to get
people excited and makethe handoffs seamless 11
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Youre the pinch hitter, shortstop, handyman, and more
Design Build Lead Monetize Evangelize
Design theminimum viable
product
Document and drivefeature development
Work acrossdisciplines to drivecreation of allartifacts necessary(e.g. use-cases,architecture,sitemap, wireframes,content, etc.)
Establish theproduct roadmap -
Manage the flow ofwork; anticipateand trouble-shoot
Iterate and createrepeatable andscalable practicesto drive ease +efficiency
Own the business every decision is
framed by the costof doing businessand the valuecreated
Measureengagement andobtain feedback forfast iteration to get
to product-marketfit and to createmonetizationoptions
Sell the visioninternally and
externallyestablish advocacyand developchampions
Be a scout get infront to clearroadblocks andhurdles to make
everyones jobseasier
Bring alldisciplines
together (rightplace, right time) to realize the
business strategy from concept to
execution -seamlessly
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Bottom Line:
Theres a difference between being a decisive leader and apassive manager
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Approaching the problem
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What type is your challenge and what assets do you
have?
Is it evolutionary? Is it moreimportant to go after aquick win?
Or is it revolutionary? Areyou solving somethingeveryone else has failed
at?
Are you going to build, buy,
or integrate? What piecesdo you have in place? 14
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Map the battlefieldtheyre not gonna let you just build it
Operationalize Build
Lynchpin
Budget/
P&L
Legal/Risk
ExecSpons
orMgmt
PRD/MVP
Wireframes
Taskflow
Sitemap
Use-casesTest Scripts
Content
Schema
Prod Architecture
Cashflow
ProgressReports
Regulatory Compliance
Fraud Models
CustSuppor
t
Svcing Infrastructure
Admin Site
Fin/AcctgProcesses Analytics
System AdminApproach
Engg
Design/
Content
PM/Analys
t
QA
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Identify roadblocks early, can you use influencers to openthose gates?
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Focus on the minimum viable product, not ideal product
CustomerProblem
Discovery
DefineHypotheses
+ MVPTest MVP
Measure
+Validate
Product-Market Fit?
Exit
Scale +
Monetize
(as-is)
Pivot(s) +
Scale +
Monetize
References:
1) Steve Blank
2) Sean Ellis3) Eric Ries
Use Qualitative +
Quantitative methods to
test the MVP
Look for pivots across
solution use-cases
Find the right set ofproblems to solve Prioritize the problemyou think you can solve Build and launch theMVP to test hypotheses Based on iterations,determine the product
fits the market needs
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Pick depth of insights over breadth
Theres never enoughtime or money to do theideal amount of research
Use syndicated researchto get breadth but pay forqualitative insights to getdepth
Focus on the behaviorsthat will make yourproduct use that as a
basis for your metrics 17
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Eat your own dog food and make it interesting
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Personality is the API forloyalty
Find ways to live theproduct, regardless of yourrole on the team
Belief is important for theteam; if you dont believe no
one else will
Sources: bigorangeslide.com, Fred Wilsons A VC Blog
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Fake it till you make it
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Userenrolls
Log inEnter
Expenses
Algorithm
SendIOUs/Requ
est $
Make aPayment
SettlementAccount
Routefunds to
requester
ReceiveMoney
Major CapabilityGap
If there are show-stoppinggaps
Find a way to boot-strap to drive
traction and hit critical mass
Sample User Flow Diagram
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Customizing the Process
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Find the path that fits your type of innovation
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EvolutionSystematicinnovationprocesses andportfolios managedat an enterprise level
RevolutionSmall group ofintrapreneurs,skunkworks, or tigerteams looking foropportunities to fail fast
Socratic Scoring1. How attractive is the opportunity?2. What is the level of alignment with our strategic objectives?3. How actionable is the opportunity?
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Buyer beware shiny new processes need to be broken in
Iteration 0 Iteration 1 Iteration 2
8 weeksILLUSTRATIVE (Not to Scale)
CYCLE 1
CYCLE 2
MVP and Vision is set
Base BRD = PRD +
Product/BusinessStrategy
Core sitemap, high leveltask-flows created
Technical architectureestablished andenvironment/stack is final
Project plan (baseline)created and feature-setgrouped across iterations
Artifacts for Iter. 2coding are prepared
Includes PRDUpdate,Wireframes, Use-cases, QA testscripts, etc.
Code, test, anddeploy Iter. 1feature set
Code, test, anddeploy Iter. 2feature set
Artifact creation forIter. 3
Between specific iterations, conducted multiple Listening Labs(usability) to ensure the MVP is still relevant and sound using low-
fidelity prototypes
Established the overall QA/Alpha-testing strategy and recruitedtowards later milestone deployment dates to start uncovering bugs,loopholes, and edge cases
Landing pages, FAQs, Demo/Videos were developed at a laterstage based on progress
Iteration 3 Iteration 4 Iteration n
Agile (Scrum-based)Development
22Agile = Co-location + fully dedicated resources +
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If at first you dont succeed look for the pivot
Savings towardsgoals
Small BusinessConsumers
CustomerAttributes
More variety in use-cases
Prosumers
Less variety in use-cases
Lower $ volumes andtransaction
Higher $ volumes andtransactions
Similar
Similar
Lower need for robust
reporting, tracking, andformal messaging
Greater need for robust
reporting, tracking, andformal messaging
Similar
Less inclined to pay forpremium features
More inclined to pay forpremium features/services
Similar
Collecting gift $
(self)
Collectingtowards trip/event
Ad hoc socialevents
Pooling for group
gift
Ongoing room-mate expenses
Collecting team,club, group dues
Simple IOU(Just-Pay-Me
URL)
Landlordcollecting tenant
dues
Non-profit raising$ / collecting dues
Micro-biz billingservices
Micro-bizmerchant account
Parent-childmoney
management
Individual raising
$ for charities
ConsumerPlus
ConsumerPro
ConsumerBasic
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Design for metrics with the story in mind
What info do you needto tell the best story?
Measure often andearly, rethink featuresthat cant be
measured
Measurement is afeature, not an
afterthought
Keep it simple if youcant explain it quickly
then its not useful
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Simple
Easy to understand
Credible
Accepted in theorganization
Actionable
Provides apath forward
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What would it look like if work stops now? Be Frugal
Be frugal where youallocate the money;luxuries come later
Youre going to need a
buffer, something alwaysgoes wrong
If this was your last dollar,what would it look like if
you had to launch now? 25
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Telling the Story
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Crafting your story is a journey, it requires constant (andsomewhat obsessive) iteration
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A story is better than a pitch inconsensus environments
Components
Why does the problem evenmatter?
Why is the competition failingor what are they missing?
Why is your solution differentor better (and for whom)?
Can you really get this done
and for how much? Who benefits inside the org
(aside from the customers)?
Be your own devils advocate
whats the story against yourstory?
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Stay under the radar until youre ready for primetime
Resist the temptationto surface with ahalf-baked story
First impression canmake or break you;test with low-riskpeople
Play the long gamebe patient and resistany instant-gratification urge for 28
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When youre ready, script your game-plan around youraudiences agenda
Everyone is interested inthe same thing WIIFM
Make a list of influencersfor your roadshowwhats their agenda?
Its a numbers game build a coalition ofsupport (inside and
outside the org) 29Sources: johnlesko.biz
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Know your role in the game in order to perfect themessage
Whats the bigger
picture and wheredoes your initiativefit?
What are thepriorities for yourorganization?
The ideal story =high upside + low 30
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Thank You!
Harsh Jawharkar http://www.linkedin.com/in/harsh
https://www.twitter.com/hjawharkar
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