Human Resources
If you ever wondered ‘How Did I Get Here?’ – Here is a recent interview I gave that may be helpful if your early in your career.
Did you ever wonder ‘How Did I Get Here?’ (link) – This is a recent interview I gave that may be helpful if you are starting your career.
Listen to this short podcast interview series by Jason Fish on anchor.fm – listeners can also find it on Apple Podcasts, Spotify, and many other listening platforms. Enjoy! ##careerpaths #innovatorsmindset #orgchanger
Intrapreneuring and Corporate Entrepreneurship are very different and directly affect business outcomes. Read about both approaches, their distinct opportunities, and challenges.
For many years I have worked as an Intrapreneur. I advised startups, built intrapreneurial eco-systems across global organizations, and mentored corporate teams applying Lean Startup and other entrepreneurial methodologies in Corporate Entrepreneurship programs.
The question that came up frequently was about the difference between intrapreneuring and corporate entrepreneuring: Are they the same?
The quick answer is ‘No’ as there are significant differences on many levels that directly affect the business outcomes. Both approaches come with distinct opportunities and challenges (see also the comparison table below):
In a large company, jobs are small. The increasing complexity and high specialization of work in a large organization narrow the responsibility and job descriptions for the individual employee. In a small company, in contrast, jobs are big since there are only a few people who need to step up and cover all aspects of the business – the individuals ‘own’ and contribute to the success of the business directly and to large degrees.
The Idea Origin and Ownership are key to the single most important driving force for an Intrapreneur: Passion.
The importance of being passionate about the idea is essential because passion is needed to persist and to bring about change against the resistance many obstacles an Intrapreneur runs into. The resistance of the organization is a sign of meaningful change entailing the intrapreneurial idea; therefore, facing resistance can be a positive sign.
‘Intrapreneur’ is a self-assumed role in the organization and, therefore, operates without a formal mandate, organizational support or assigned resources. On the upside, the Intrapreneur does not have an answer to a superior. The challenge is, however, to get creative to find allies and resources in an organization unprepared to formally support the Intrapreneur. This lack of formal authority and institutional support by management also comes with considerable risk for the Intrapreneur and the idea.
The Corporate Entrepreneur has a clear mandate and already receives support from management usually within the given operational framework of the approved project. The project scope is narrow which translates into limited resources and restricted freedom to navigate. Furthermore, the project comes with timelines and expectations by sponsors whose patience can run out fast when the team misses milestones or falls short on expectations. Thus, Corporate Entrepreneuring, more often than not, is a glorified term for ‑usually‑ quite ordinary projects of incremental nature along established processes.
The limited scope, resources, and overall operational framework define a ‘box’ for the Corporate Entrepreneurs to operate in within the larger organization and the path on how to get there. Often enough these limits extend also into the mindset and open-mindedness of the team and their approaches. Real or perceived restrictions can originate from various factors present in the established organization such as formal process and procedures, authority and hierarchy, values and norms, group-think and taboos, etc.
Corporate Entrepreneurs operate openly and under the constant scrutiny of the larger organization. The latter can take uninvited influence on the project scope, progress, process, resources, results, and success as well as on the project team itself. Being able to leverage the resources of the larger organization can be very helpful when it comes to implementation and scaling (if it ever comes to his point) but operating in the limelight is not always helpful and may easily lead to compromises, trade-offs, and scope-creep induced by powerful stakeholder.
The Intrapreneur is not as limited by the formal boundaries, practices, and culture of the organization. Being able to operate outside the box lends itself to pursuing a bold and disruptive idea, taking unconventional and stealthy approaches and pathways that help to move the idea forward ‑ the sky is the limit. Operating in the shadows initially avoids drawing broader attention to the idea. Preventing premature exposure to the ‘organizational immune-system.’ Once triggered, it tends to quickly put an end to the unconventional idea and their champion. A stealthy Intrapreneur can more cautiously test the waters, find experts and executive supporters also outside the own business unit, and allow the idea to take shape, evolve, and mature before taking the risk of exposure.
Exposure comes with a range of possible outcomes where the idea can then can slip beyond the control of the Intrapreneur including:
I have seen all of these outcomes many times throughout my career as an Intrapreneur and executive consultant.
What are rewards can look very different for Intrapreneurs and Corporate Entrepreneurs. The latter delivers a project and may get recognition for it, a bonus or promotion even, before moving on to the next assignment.
The Intrapreneur, however, has a much greater sense of accomplishment and fulfillment for the passionate Intrapreneur having brought a great idea to life against all obstacles and resistance of the organization.
Comparison in Summary
From my perspective, the main difference is that an intrapreneur has a calling, a vision, that he or she wants to bring to life for the better of the organization even against the resistance of an organization. Intrapreneuring is an active expression of organizational citizenship behaviors (OCB), i.e. ‘helping behaviors’, with going beyond the call of an employee’s duty. It requires intrapreneurial spirit with passion and guts to pursue challenges and to overcome obstacles day after day which includes taking risks including to stand all alone against the organization at times. This can make some Intrapreneurs even leave their organization to make their dream come true elsewhere or on their own.
While Corporate Entrepreneuring propagates introducing entrepreneurial methods within an established organization, if you look beyond its fancy label and a vendor’s prospectus, the approach ‑most often in my experience‑ remains shackled by numerous institutional constraints. Therefore, these program falls short to deliver the true potential of entrepreneurship or intrapreneurship. Instead, the solutions tend to remain in the more predictable space of incremental improvement that large organizations are more accustomed to and feel comfortable to operate in.
Thus, the average Corporate Entrepreneur is not an Intrapreneur by any means and not an entrepreneur either. Corporate Entrepreneurship then resembles a non-controversial, risk-free, and feel-good version of the intrapreneurial experience out of the safe position as an appointed corporate cogwheel in a glorified project with a marketing blast and a defined career path waiting at the end of the project.
Now having said all this, there is no reason why true Intrapreneurs and Corporate Entrepreneurship programs should not be compatible in ways where they can benefit from each other mutually.
A savvy Intrapreneur could use company’s Corporate Entrepreneurship program as a vehicle to forward the Intrapreneur’s agenda somewhat in alignment with company goals and avoiding a frontal collision with the organizational immune system. In return, the company benefits from a driven Intrapreneur in the driver seat who can bring intrapreneurial passion to the project – with a lot of ‘If’:
All these ‘If’ remain the biggest obstacles across corporations to embrace Intrapreneurs. More recently, the phrase “culture fit” tends to disqualify Intrapreneurs and their passion ‑or‑ as the Contently founder Shane Snow puts it: “When an organization has an ethos rooted in ‘culture fit,’ a nasty hidden habit develops. Whenever someone has an idea that doesn’t ‘fit’ the established way of thinking or of doing things, they’ll either shut up or they’ll get shut down.”
There is something about the passionate individual and somewhat renegade employee with a vision and a transformative idea that challenges the status quo, group-think, or widely accepted goals in
an organization who may just need that disruptive or transformational idea to grow, outrun their competition, or even survive while rejecting the change initially. In the end, it comes down to the power of one individual that envisions greatness and brings it to life against all obstacles.
Intrapreneurship: Designing sustainable innovation ecosystems! – New Executive Webinar Series in Oct/Nov 2017
Register now for my new Intrapreneurship series of Executive Webinars starting in October 2017 and powered by Ijona Skills:
The three webinars build upon each other and provided maximum value when attended in this sequence (they are being recorded, so no you can catch up if you missed one)
Global CEOs, Top HR and Key Influencers share strategies
Register (at the bottom of the webpage) to join Global CEOs, Top HR and Key Influencers share strategies at the
Cheung Kong Graduate School of Business 601 Lexington Ave. 26th Fl. New York, NY 10022
How to stay ahead and aligned in today’s fast changing markets, talent compression, regulatory shifts and technology disruptions. A fast paced, highly interactive collaboration among global leaders on emerging trends.
Join my session on “Building a Sustainable Innovation Ecosystem in a Global Corporation” in the Innovation Culture & Ecosystems track on March 21.
Meet me at the International Society for Professional Innovation Management (ISPIM) Conference 2017 ISPIM Innovation Forum XXVII- Fostering Innovation Ecosystems in Toronto, Canada on March 19-22, 2017!
Join my session on “Building a Sustainable Innovation Ecosystem in a Global Corporation” in the Innovation Culture & Ecosystems track on March 21.
Large pharmaceutical (and other) organizations struggle with the tectonic shifts and fundamental changes across the landscapes worldwide. The traditional mindset and business models are failing. A rejuvenating and holistic transformation effort is needed to get nimble again and adapt to the new reality.
How do you change a stagnant innovation culture and create a sustainable ecosystem within a global organization that stands the challenges of real life?
As an example, this case study discusses the comprehensive yet practical approach that mobilized hidden talent and resources transforming Boehringer Ingelheim, a Global FORTUNE 500 pharmaceutical company, from within on a global scale. It generated exponential returns and fundamentally changed the culture of the organization from leadership training and managerial decision-making down to bringing grass-root ideas to a break-through and new career paths for employees.
The issue is universal and not limited to a pharmaceutical or healthcare company: There is no lack of great ideas aiming beyond incremental improvement at the grassroots of large organizations. There is also no lack of funds or support for break-through ideas on the top of the hierarchy; in fact, leadership is constantly seeking for good ideas. However, there are many obstacles bringing them together.
One problem is how to connect the people with great, disruptive ideas with the ones that have the authority and resources to making them happen in the organization?
A second problem is how to find and vet the ideas that have a game-changing potential and develop them with limited risk?
The third problem is that even with executive support it can be hard to implement a new idea against the resistance of the organization, which rejects them as disrupting the equilibrium of the status quo.
The proposed session illustrates and discusses the real-life experiences of building and operating a holistic and sustainable framework that successfully addressed the issue, overcame resistance on many levels, and yielded an exponential return-of-investment. It resulted in a visible and measurable way changed innovation mindset and changed behaviors throughout the organization to bring disruptive ideas and projects to life.
Visit my blog OrgChanger.com to read more about intrapreneuring with case studies and real-life success stories!
German innovation gets trapped in the very mentality focusing on building quality products ‘Made in Germany’ that the country got well known for. Holding on to vertical product improvement, however, obstructs crossing industry barriers, convergence, developing game-changing business models, and coming up with breakthrough innovations with potential for exponential growth and returns.
A recent research study of the Centre for European Economic Research confirmed Germany leading by far with 1,550 hidden champions. Companies are commonly considered a hidden champion if they are no. 1 or 2 on the world market, make less than EUR 1.5b revenue and their name is not overly well unknown to the general public.
Note that mid-size companies comprise 80%(!) of German industry and resemble the backbone of the German economy altogether. According to the Berlin School of Economics and Law, 90% are focused on B2B.
See if you recognize a few examples of hidden champions that are leading global players:
Inside the Vertical Tunnel View
Among the 1.500+ market leaders, only two German companies are leading software companies (Software AG and SAP). The vast majority focuses on more tangible product innovation leaving this digital industry somewhat isolated, underdeveloped and vulnerable like an economy’s Achilles’ Heel.
You get a good sense of a vertical bias in product innovation, when you read German open job postings for innovation lead position of sorts: As an innovator in an automotive company, you require a solid background in engine engineering, for example, or as an innovation leader in a chemical consumer goods company, you will not be hired without in-depth knowledge of adhesives, for example. It becomes painfully obvious how the vertical product innovation fosters a mindset of inbred solutions and can miss out on transformative opportunities beyond the own domain, bridging and converging industries.
Point being: Innovators are usually hired from within a vertical industry. This leaves little room for a creative influx from the outside. Since meaningful innovation ‘happens’ at the crossroads of disciplines in a horizontal cross-pollination of different industries and domains. This inflexible German practice lends itself to incremental improvement of products rather than disruptive transformation of businesses, entire industries or even across industry arenas. Within a vertical mindset, ecosystem cross-pollination withers and innovators are less suited, prepared, capable, or enabled to disrupt.
When it comes to digital transformation, German companies got disrupted and steamrolled mostly by large-scale digital disruptors coming out of the United States from either California or the East coast technology ecosystems with huge global impact and a different approach:
The above examples differ from traditional products not only by bold out-of-the-box thinking but also by paying close attention to the customer. Their business models rest firmly in the digital world with a software business and an internet backbone.
Uber and Airbnb offer digital platforms – that’s it, no tangible goods. Nonetheless, they shake up the established industries of transportation and hospitality in ways unheard of. They also reap exponential returns by creating new digital arenas that generate highest recurring revenue in the digital space.
Missing the Digital Train?
Back in Germany, its 1,500+ hidden champions flourish in a robust economy, so Germany must be doing something right overall with a vertical focus set on tangible quality products within industries. Good money is still made in Germany by holding a steady course of vertical product improvement.
This practice also goes hand-in-hand in hand with protecting and not challenging enough the traditional sales-driven business models to avoid cannibalizing the status quo for next-generation innovations. It reminds of the Kodak-Eastman story having invented the first digital camera but rejecting the technology in order to protect the business around the existing analog film products – and we all know what happened to Kodak.
Truly putting the customer in the center and embracing digital business requires a radical transformation of the existing business and its operations. The critical interface between IT and Marketing, for example, often is not well developed in Germany, where traditional companies lack understanding of the digital potential and struggle with developing new, digital business models in time.
It is not a question but painfully obvious that -with the current mindset and strategy- Germany misses the train on digital transformation. While the world moves online, many companies in Germany failed or simply ignored the emerging technological opportunities to develop digital business models consequently, in a structured fashion and timely.
In fact, German companies practically ‘gave up’ across entire industries including media, travel, and retail. In a recent wake-up call, the German government asked companies and industries to focus on digital transformation in a widely proclaimed initiative called “Industrie 4.0” ‑ a race to catch up internationally. And catching up is much needed: the narrow German ‘inside focus’ presents a vulnerability to be exploited by foreign disruptive players. The gap widens steadily as the competitors advance fast, build up huge resources and become increasingly experienced to develop and apply digital transformation with new business models.
The high level of disruption and uncertainty does not come easily to a less flexible German mindset: Having experienced hardship many times during the not-all-that-distant history, Germans tend to seek and value predictability and safety. Anxiety and fear of the unknown forms an undercurrent in the mindset of German society, which is expressed by seeking refuge in insurance policies to prepare for unknown future events.
As an example, not only do Germans over-insure their daily lives with a myriad of insurances, Germany also holds on to one of the largest amounts of hospital beds and bunkers per capita. You find more hospital capacity in the Berlin-area alone than in all of their neighboring country, The Netherlands!
In general, start-up funding is not as easy to come by as in the U.S., for example, where venture funding is a more common practice. When I arrived in Germany a year ago, I came across a serious government program that ‘supported’ a new start-up or entrepreneurs with grants tied to a projected positive return-on-investment (ROI) within the first year. Now, building a profitable business from scratch within in year is an unrealistic goal. Consequently, the desperate entrepreneur in need of funding would have to submit a bogus business plan right off the bat, which is a set-up for disappointment down the road. So, either the government program is not meant serious (unlikely) or is designed by people not knowing the first thing about starting a business (likely).
Overall, the German mindset tends to be more critical regarding new and unfamiliar technology. Seeking to avoid risk comes with a tendency to ‘over-regulate’ in the sense of applying regulations just because it is possible to regulate rather than because it is necessary to come up with regulation.
Since a long time, Germany has the strictest data privacy laws (that recently translated into GDPR, Europe’s new General Data Protection Regulation). The domestic law protects the individual by granting them the right to control their personal data online and offline. These regulations are rooted in the country’s dark experiences during its Nazi-past but are also is a reflection of the outspoken suspicion among the broader population towards digital data technologies and their application. Thus, Germans tend to be more reluctant to share personal data on social media out of fear of exposure and losing control.
The protective (domestic) legislation means well but can only be effective in a closed system, which the (global) internet is not. In a digital world, international boundaries are artificial. Given the nature and proliferation of digital technology and interconnectivity of people around the globe, keeping up the aspired high standards proves increasingly cumbersome if not impossible.
The German island can hardly be defended effectively over time. It may protect the citizens from some harm locally but in return also isolates them and denies them access to the benefits of a technology that ever progresses globally.
Given a rather pessimistic Germany mindset that is reluctant to fully immerse in the digital world, digital-resistant citizens appear poorly prepared for ‘moonshot’ visions, embracing the opportunities of Big Data Analytics or the vast potential of the Internet-of-Things (IoT).
The present German ‘generation of heirs’ inherits the wealth created by their parents’ generation during the famous post-WWII decades known as the economic “Wirtschaftswunder” boom. Very much in contrast to the U.S. or Asia, many Germans do not share the venturing spirit anymore. They show reluctance to trying out something new such as building a business as an entrepreneur for several reasons:
For all these reasons, visions tend to be smaller in Germany. They are more designed to control risk than seizing exponential business opportunities. Thinking too small, not disruptive enough and too focused within an industry prohibits to compete with the digital global players that emerged with exponential business models, such as the Googles, Apples, Amazons, Airbnbs, Ubers, and so on out there.
What keeps the brakes on the German innovation machine is the inbred mindset and vertical tunnel vision with a focus more on products instead of customers, and the risk-avoidance and fear of applying digital technology to its full potential. It traps many German companies in a self-limiting disadvantage compared to American or Asian competitors, which prove more venturous, flexible and generally optimistic.
The U.S., in particular, entrepreneurs come not only with a more flexible and optimistic mindset but can also tap into unique startup eco-systems in place (Silicon Valley, Boston, and NYC areas primarily) with easy access to bright minds, cross-pollination and venture capital.
There remains a demand for physical, quality products in the future, such as the machinery, tools or cars we value today as Made in Germany, so the 1,500+ hidden champions look into a bright future. Their reluctance to embrace the digital age, however, and transform to embrace new digital business models, however, may steadily push them to the sidelines as industries and arenas change beyond their input or control.
Experience the new two-day intrapreneurial journey to transform you organization with exponential results!
Don’t miss EBCG’s intense and hands-on Intrapreneuring Workshop “Building an innovation framework to design, launch and execute business projects” in the Driving Innovation in Healthcare series in the “Golden City” of Prague, Czech Republic, on April 6-7, 2016.
Sign up before December 23, 2015, to save during the special promotion period.
Contact me for a 50%-off discount code for the 1-day Wednesday program (Oct. 21) at the upcoming Intrapreneurship Conference in New York City, Oct. 21-23, 2015!
Join me for my workshop on How to build a strong foundation for a sustainable Intrapreneuring program at 1:35pm to 3:30pm on Thursday, October 22, 2015:
Join me for my intrapreneuring workshop at the 2015 ePharma Summit in New York City!
Be Heard! A Hands-On Workshop for Future Leaders Ready to Take Action
Beginning in 2012, Boehringer Ingelheim launched a global initiative to encourage more intrapreneurial spirit of employees and offer them a platform that enables generating and implementing disruptive innovations across the organization to either decrease expenditures or increase revenue. With a focus on developing and executing game changing ideas, part of this initiative is focused on providing associate-level executives with the tools they need to evaluate their ideas and best position them when pitching them to more senior management.
About ePharma
ePharma is the incubator for cultivating a diverse and innovative digital marketing plan to help you move your commercial initiatives forward.
Augment your expertise, dissect current biopharma trends, and uncover new opportunities at ePharma. Get the tools to build robust, cost efficient marketing campaigns over three days of tactical and strategic learning.
New for 2015:
Join me at the 5th Annual Pharma PPM Toolbox in Basel/Switzerland on March 5-6, 2015!
Presentation at 3pm on March 6, 2015
Come to discuss my talk about “Changing employee mindset to boost collaboration and engagement for extreme business results”
Workshop at 3:30pm on March 6, 2015
And take my Intrapreneuring Workshop “Building an innovation framework to design, launch and execute business projects”
The workshop participants experience the role of an intrapreneur to bring a project to life using disruptive methods and collaboration.
About the Conference
Pharma companies stand on a cross-road for a few years now. They can choose to stick to their old ways that will probably slowly kill their business or successfully adapt to the reality of continuously shrinking pipelines and growing obstacles.
The 5th Annual Pharma PPM Toolbox will provide you with fresh ideas and solutions from experts who work hard to keep up with uncompromising market demands.
Calls Moving to Consults is a thought leadership video in the “10 Inevitable Changes in Pharma 2015” series that was hosted by the stellar Richie Etwaru, Chief Digital Officer with Cegedim.
This video addresses the question: How can the pharmaceutical industry reskill representatives to be knowledgeable consultants to physicians?
Today, sales expertise is not enough. The pharmaceutical representative needs to be a broker of information. Physicians now have very limited time – and dictate when they can meet with representatives, from whom they need comprehensive information that they can pass along to their increasingly educated patients.
In this video, Jo Ann Saitta, Chief Digital Officer of the CDM Group, Stephan Klaschka, Innovation and Healthcare Consultant, and moderator, Richie Etwaru, Chief Digital Officer at Cegedim, examine this shift and the challenges pharmaceutical companies may face in properly retraining their people. These challenges include: adopting a culture of learning agility; integrating silos of information; having the ability to serve up dynamic content; and training representatives to utilize technologies that will maximize their brief but demanding visits with physicians.
Use this link to watch all 10 videos in the series on YouTube directly – enjoy!
The prestigious Ivey Business School of the Western University in Ontario, Canada, published an insightful new teaching case study on intrapreneuring and corporate innovation titled “Boehringer Ingelheim: Leading Innovation” in which the case writers, Professor J. Robert Mitchell, Ph.D., and Ramasastry Chandrasekhar, follow the footsteps of the newly appointed innovation director.
Meant to raise questions and serving as a learning opportunity for graduate students in academic program around the globe, this case study lifts the corporate curtain a bit to show how innovation through intrapreneuring really happens and decision points along the way.
Outline (by Ivey Publishing)
The newly appointed director of Innovation Management & Strategy at Boehringer Ingelheim, a German-based multinational pharmaceutical company, is finding his way forward in his firm’s new, first-of-its-kind role, which is central to the company’s growth rejuvenation strategy. His job has a threefold mandate: to build internal networks, to establish internal structures and to leverage internal ideas. His biggest challenge, however, may be transforming the organization’s DNA. The blockbuster business model that has characterized the company for decades is no longer appropriate. Instead, the firm needs to develop healthcare products available to end users over the counter. This shift in strategy requires innovative changes in distribution, delivery and customer focus. To accomplish this goal, he needs to institutionalize innovation so that it becomes sustainable. But in doing so, he must also identify the metrics for assessing progress. The case provides an opportunity for students to step into the shoes of an innovation leader, to develop an innovation roadmap for the organization in the face of uncertainty and to understand how to engage in innovation leadership at various levels of a global enterprise.
Learning Objective
This case has two key objectives. First, this case provides students an opportunity to grapple with the difficult decisions associated with innovation in an uncertain environment. Second, this case highlights that anyone has the ability to cultivate an entrepreneurial mindset and to lead innovation. The case divides the attributes of an innovation leader into five components: observing, questioning, experimenting, networking and associating. It shows the real-life experiences of a manager doing seemingly routine activities, who evolved into a leader who transformed the DNA of a global enterprise. The case also provides a template of the tasks, responsibilities and value-added changes as an individual moves progressively within an enterprise from an operations manager to a senior manager to an innovation leader. This case can be used either toward the beginning or toward the end of any course that addresses innovation and creative thinking in a large organization. At the beginning of a course, it illustrates the challenges of acting in the face of uncertainty in a large organization. At the end of a course, the case provides an opportunity for students to apply what they have learned about innovation, entrepreneurial thinking and innovation leadership.
Angel Investing as corporate venturing within a company concludes the 3-posts mini-series as guest blogger for CURE.
However, it’s not over! Please check in occasionally for more innovation and intrapreneuring-related posts in the future!
CURE serves as the bioscience cluster of Connecticut, a diverse network of small and large life and healthcare sciences companies, ranging in scope from therapeutics, to healthcare technology, to medical devices. Universities, government agencies, scientists, educators, mentors, students, entrepreneurs, business experts, service providers and investors join in to begin nucleate the breadth of the network.
As participants in CURE, we educate, cultivate entrepreneurship, support the build of bioscience companies and collaborate to ensure a sustainable, high-value bioscience and healthcare community that improves our quality of life and keeps the Connecticut community strong.
Meet me at the Intrapreneurship Conference 2014 at the “Kennispoort”-building of the Eindhoven University of Technology, John F. Kennedylaan 2, 5612 AB Eindhoven, The Netherlands, from December 10-12, 2014! Contact me you are interested to attend, as I may be able to get you a discounted ticket!
Don’t miss
Why attend?
Intrapreneurship is the most powerful engine for growth. With innovation being priority #1, how are you implementing and leveraging innovation from within?
Now being organized for the fourth time, the Intrapreneurship Conference 2014 is the premier global event for Corporate Innovation Managers, Intrapreneurs, Business Managers, HR-Managers and Innovation Consultants. This is not just another conference on innovation, where you will be listening to motivational speakers all day. We intentionally keep the number of available seats at a level that enables you to really connect with everyone.
Discuss the best and next practices in implementing and leveraging intrapreneurship. We have carefully curated a program for you that includes all relevant topics in the field of intrapreneurship, and invited experienced intrapreneurs and experts to co-create an impactful learning experience for you.
You will leave the conference with a clear action plan and practical tools for the next step in implementing intrapreneurship. Plus, you will meet like-minded people to connect, share and collaborate with – as most Intrapreneurs are the lone mavericks in the corporate jungle.
Join me for eyeforpharma’s Value Beyond the Pill Summit 2014 and come to my talk on “Build an intrapreneurial ecosystem to ensure your innovative services deliver the value required by patients” at 2:10PM on December 3, 2014.
Why attend other than hearing me speak? 🙂
The topics are around delivering patient value and reimburse your services by innovating your business model. A new way of healthcare is here; services are now an essential part of patient care and will help the pharma industry to make a bigger impact as a healthcare provider. Learn how to put successful services in place to gain better access, reduce costs and help your end-user, the patient. Find out what the most innovative and forward-thinking companies are doing to differentiate their brand in the most competitive times pharma have ever faced.
The Value Beyond the Pill Summit is held at the Wyndham Philadelphia Historic District Hotel, 400 Arch Street, Philadelphia, PA 19106, USA, on December 3-4, 2014.
See the full speaker line up and agenda in the event brochure.
Event
The AlphaSights Knowledge Summit – Accessing Critical Business Knowledge Safely and Securely in the 21st Century
at the Harvard Club of New York City, 27 W 44th St, New York, NY 10036
Overview
In today’s digitally connected economy, competitive advantage no longer comes from ‘hard’ assets. It’s human assets – knowledge and talent – that give companies and investors an edge.
Specialist knowledge can be accessed, shared and recombined quicker than ever before, driving innovation, interactivity and wealth creation. But knowledge lies at the heart of the next billion-dollar company as much as it lies at the heart of billion-dollar trade-secret lawsuits or insider trading convictions. Leading professionals and their employers find themselves in the crosshairs of litigious competitors and ambitious prosecutors more often than ever before.
At this Knowledge Summit, acclaimed thought-leaders, top lawyers, former federal prosecutors and leading practitioners will explore and discuss current best-practice in the acquisition and protection of knowledge in today’s globally connected economy.
Why attend? – Other than just meeting me 🙂
Every organization needs to access external knowledge to succeed. But what type of knowledge delivers a competitive edge, and how can it be accessed both safely and efficiently?
Network with and learn from fellow senior legal, compliance and commercial executives from the world’s leading investment and advisory firms at the Harvard Club in New York City. Over a half-day event, the Summit will discuss:
Intrapreneuring: Building an innovation eco-system with the “School for Intrapreneurs” continues the mini-series as guest blogger for CURE.
My first post “Why large organizations struggle to innovate” looked at innovation obstacles in large organizations. This second post discusses on how to overcome these obstacles and followed by another successful approach covered in my next post in few weeks.
CURE serves as the bioscience cluster of Connecticut, a diverse network of small and large life and healthcare sciences companies, ranging in scope from therapeutics, to healthcare technology, to medical devices. Universities, government agencies, scientists, educators, mentors, students, entrepreneurs, business experts, service providers and investors join in to begin nucleate the breadth of the network.
As participants in CURE, we educate, cultivate entrepreneurship, support the build of bioscience companies and collaborate to ensure a sustainable, high-value bioscience and healthcare community that improves our quality of life and keeps the Connecticut community strong.
Social Media & Multi-Channel Marketing For Pharma by the Advanced Learning Institute (A.L.I.)
Hyatt at The Bellevue, Philadelphia, PA – September 19, 2014
Join my talk on “Building a Disruptive Innovation Ecosystem in a Large, Mature Pharma Organization – From Idea to Implementation” and the following panel discussion on “Multi-Channel Marketing Is Easy To Talk About But Hard To Do. Practical Advice From The Trenches To Help You Make Progress And Prove Your Value.”
Overview of the event:
“Why large organizations struggle to innovate” is my first post in a mini-series as a guest blogger for CURE. This first post looks at obstacles large organizations face to innovate, while the following posts will look at ways on how to overcome these obstacles over the next few weeks.
CURE serves as the bioscience cluster of Connecticut, a diverse network of small and large life-sciences and healthcare companies, ranging in scope from therapeutics, to healthcare technology, to medical devices. Universities, government agencies, scientists, educators, mentors, students, entrepreneurs, business experts, service providers and investors join in to begin to nucleate the breadth of the network.
As participants in CURE, we educate, cultivate entrepreneurship, support the build of bioscience companies and collaborate to ensure a sustainable, high-value bioscience and healthcare community that improves our quality of life and keeps the Connecticut community strong.
5th Annual Process Driven Innovation Conference — Capturing the Enterprise’s Creative Energy to Fill the Innovation Pipeline
Philadelphia, PA – September 17, 2014
OrgChanger.com 