The Future of Work | Intrapreneurship

Improvement |

The continuing involvement of employees in the quest for continuous improvement of products and services but also the processes that make possible is a must have. 

How do we work on employee engagement?

How to turn your employees into intrapreneurs?

Employee expectations |

That engagement is necessary for your organization and its drivers are the main expectations of employees...

PassionCreativiyInitiativeIntellect

DiligenceObedience

Enga

ged

Pres

ent

— Gary Hamel - Webinar July 2011

Employers expectations |

A key emerging trend in the new Connected Enterprise is treating employees as an asset and thus as an internal customer and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them,  will gain a competitive advantage in retaining key talent. Because the current “social media generation” is used to working with tools that are increasingly social and collaborative, the ability to foster that type of work environment — while still satisfying privacy and security concerns — is key to engagement in the workplace.

— Yammer Blog - November 21, 2011

Empowerment |

A key emerging trend in the new Connected Enterprise is treating employees as an asset and thus as an internal customer and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them,  will gain a competitive advantage in retaining key talent. Because the current “social media generation” is used to working with tools that are increasingly social and collaborative, the ability to foster that type of work environment — while still satisfying privacy and security concerns — is key to engagement in the workplace.

— Yammer Blog - November 21, 2011

Empowerment |

Impact on Engagement2009 — 2010Source: SD Worx – Engagement Study 2009/2010 ©

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Engagement |

Impact on Engagement2009 — 2010Source: SD Worx – Engagement Study 2009/2010 ©

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Engagement |

Turn your employees into intrapreneurs who initiate change

(Re)vitalising HR

Employee Value

Org

anis

atio

nal V

alue

Inflexible people

Agile people

Initiative people

Transforming HR

Make your employees agile to cope with changes

Step 1

Step 2

Embedding change |

Social Business |

A business philosophy that emphasizes employee trust and autonomy as an alternative to hierarchical command and control management. Additionally, the philosophy views customers and business partners as trusted components of the organization, not as external constituents.

The philosophy should be supported by appropriate organizational design, culture, business process, and technology strategies and investments.

The model of the past is a hierarchical structure, with a bureaucracy that runs on conformity, control, standardization, and specialization. It was designed for large organizations to be efficient at scale, not to address the ways humans work best.— The Management 2.0 Challenge: How will YOU Reinvent Management in Your Organization?—HBR

Social Business |

Culture |

Only 6% of the employees find their company’s culture innovative whereas 80% find themselves innovative

Intrapreneurship |Structures giving freedomProcesses fostering autonomyCulture of collaboration

Potential elements Phenomenon Outcomes (performance)

MGMT Activities & Organisational culture

Organisational setting

Skills & Attitudes of an employee

Venture Creation & Innovation

Strategic renewal

Customer statisfaction

Job statisfaction

Financial performance

The model of intrapreneurship — Heinonen, Jarna & Korvela, Kaisu Turku School of Economics and business Administration, Turku, Finland

Autonomy

by minimizing hierarchical structures and rules

A complete new way of organising |

Organising work matching individual strenghts and organisational objectives

Strength Based WorkdesignA complete new way of organising |

Amplifying collaboration by stimulating dialogue, interaction and knowledge sharing

CollaborationA complete new way of organising |

Strong hierarchy

Top - down

VIP leaders club

No hierarchy

Collaboration

Leadership by all

more & more co-workers

with leadership

competences needed} }Leadership |

0 15 30 45 60

Stimulator

Innovator

Mentor

Pilot

Mediator

Coordinator

Productor

Controller

None

Social Architects

— What roles are still too few in your organization for optimal performance?

Leadership |

0 15 30 45 60

Stimulator

Innovator

Mentor

Pilot

Mediator

Coordinator

Productor

Controller

None

Social Architects

— What roles are still too few in your organization for optimal performance?

Building teams, Optimising collaboration, Using participative decision-making, managing conflict

Leadership |

0 15 30 45 60

Stimulator

Innovator

Mentor

Pilot

Mediator

Coordinator

Productor

Controller

None

Social Architects

Living with change, Thinking creatively, Creating change

— What roles are still too few in your organization for optimal performance?

Leadership |

0 15 30 45 60

Stimulator

Innovator

Mentor

Pilot

Mediator

Coordinator

Productor

Controller

None

Social Architects

Understanding self and others, Communicating effectively, Developing subordinates

— What roles are still too few in your organization for optimal performance?

Leadership |

0 15 30 45 60

Stimulator

Innovator

Mentor

Pilot

Mediator

Coordinator

Productor

Controller

None

Social Architects

Visioning, Planning and goal-setting, Designing and organising, Delegating effectively

— What roles are still too few in your organization for optimal performance?

Leadership |

PersonalLeadership

InterpersonalLeadership

TeamLeadership

OrganizationalLeadership

Attitude Roles

Pilot

Innovator

Stimulator

Mentor

Visionary

Intrapreneurial

Engaged

Accountable

Open-minded

Agile

Empathic

Collaborative

Inspiring

Leadership |

Attitude

Stimulator

Mentor

Innovator

Attitude

Stimulator

OtherAttitude

Stimulator

Innovator

Pilot

Attitude Roles

Pilot

Innovator

Stimulator

Mentor

Visionary

Intrapreneurial

Engaged

Accountable

Open-minded

Agile

Empathic

Collaborative

Inspiring

Leadership |

Turn your employees into intrapreneurs who initiate change or innovate |

Give people enough time to work on creative ideas, but set up formal processes to make sure those ideas go somewhere.

Encourage all your employees to contribute to the innovation dialogue.Assemble and unleash a diverse workforce. Diverse viewpoints result in better ideas.

Design a career path for your intrapreneurs. Look for nontraditional ways to advance their careers.

Prepare for the pitfalls of intrapreneurship. Be prepared to deal with failure and conflict.

WIIFM |

Looking at / for opportunities Listening for my customers, colleagues, partnersActively collaborateBe a red monkey / search red monkeys...

Integrate in HR processes |

A Merely doing what is expected, come not proactive. Identifies any opportunities

in the market.

B Identify opportunities especially in the market for existing products / services

and also carry on.

C Observes market opportunities and also detects new products / services. Plays

focused on these opportunities and goes mainly to the short-term perspective.

D Looking for opportunities in the market, taking action and anticipating short and

medium term. Makes proposals for new products / services.

E Anticipates potential problems or trends in the market long term. Comes

spontaneously with detailed and thoughtful proposals or solutions.

ImprovementEmployee expectationsEmployers expectationsEmpowermentEngagementEmbedding changeSocial BusinessCultureIntrapreneurshipA complete new way of organisingLeadershipSocial ArchitectsRoles and attitudeTo do'sWIIFMIntegrate in HR processes

ASTD2011|

Frédéric Williquet+32 478 888 322frederic.williquet@sdworx.com @fredericw