gifford pinchot iii - the intrapreneuring renaissance
TRANSCRIPT
The Intrapreneuring
Rennaissance
• The Origin of the Idea
• Early Successes
• Why Intrapreneuring Now
• How Innovation Actually Happens
• The Nature of the Intrapreneur
• Overcoming the Corporate Immune System
• The School for Intrapreneurs
The Origin of the Idea
1. 3 Entrepreneurial opportunities
• Bugs
• Chips
• Humans as “multi-stringed instruments”
• Entrepreneurship
2. INTRA-CORPORATE ENTREPRENEURSHIP
By Gifford and Elizabeth Pinchot Fall 1978
3.
APRIL 17,1982
INTRAPRENEURIAL NOW
By: Norman Macrae
“The most promising set of incentives for R and D departments to stray down interesting byways has been suggested by Mr. Gifford Pinchot III”
Why Intrapreneuring Now
Growing need for innovation
• Faster change
• Exporting mundane jobs
• A Whole New Mind
Daniel Pink
The nature of the millennials
• Want to make a
difference
• Value freedom
• Value their creativity
Innovation
To create and bring into use
profitable new products,
processes, services, and
ways of doing business.
Innovation
To create and bring into use
profitable new products,
processes, services, and
ways of doing business.
How Innovation Actually Happens
Inspiration Goals
Plan FoolingAround
Doing
Plans
Mistakes
Failure Goals
Some OtherAction
Plan
ActionGoals
Inspiration
InspirationSuccess
Corporate Venture Analysis
"WHY SHOULD WE DO THIS?"
Projected ROI
Market growth rate
Market pull
Technical feasibility
Strategic fit
Not competitive with existing divisions
Growth Strategy Matrix
Venture Capitalist’s Maxim
I’d rather have a
class A entrepreneur with
a class B idea
than a
class A idea with a
class B entrepreneur.
Pierre OmidyarEbay Founder
Planners
Intrapreneurs
Growth Business Managers
Cash Cow Managers
“Liquidations”Managers
Scientists & Researchers
Idea People
The Innovation Gap
13
“The intrapreneur is an essential ingredient in every innovation.”
- Dr. William Souder10 year life cycle study of
289 innovations in 53 companies
14
Intrapreneur
• An employee who
takes on a role like
that of an
entrepreneur
• The self-appointed
general manager of
a new idea
Chuck House
16
Awarded in recognition of extraordinary contempt and defiance beyond the
normal call of engineering duty.In total defiance of adverse market studies and
surveys concluding the existence of a worldwidemarket of no more than 50 total large screen
electrostatic displays, Charles H. House, using all means available – principally pen, tongue, and airplane to extol
an unrecognized technical contribution, planted the seeds for a new market resulting in the shipment of
17,769 large screen displays to date.1 April 1982
MEDAL OF DEFIANCECHARLES H. HOUSE
Hewlett Packard
17
Entrepreneurial Myths
That entrepreneurs are:
• Driven by greed
• High risk takers
• Intuitive thinkers
• Dishonest
Facts About Promoters
Promoters are:
• Driven by greed
• High risk takers
• Intuitive thinkers
• Dishonest
Entrepreneurial and Intrapreneurial Facts
• Driven by vision and values
• Moderate risk takers
• Intuitive and analytic
• Honest rule benders
Steve Jobs• Internal compass• Very persistent
Elizabeth Whalen:
Intrapreneurs helping inventors
• Just starting grad school
• Saw non-toxic replacement for toxic glues
• Shared purpose:Get rid of the formaldehyde
Elizabeth Whalen
• Starting School• Struggle to sell the idea
• Resistance inside and outside the company
• “Not sure how I continued”
• In school, full time job, got pregnant
• Knew it wouldn’t happen without me
• Starting School• Built alliance of non profits: Shared purpose in health
• Highly profitable• Deeply satisfying
Elizabeth Whalen
Banned Formaldehyde
What Made Elizabeth’s Innovation Work?
• Curiosity
• Meaningful purpose
• Whole system
thinking
• Collaboration
• Inventors
• Non-profits
• Air resources board
• PersistenceImage copyright fotopeidia 2010