Read Intrapreneuring Case Study “Leading Innovation” by Ivey Business School!

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.

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‘School for Intrapreneurs” finalist in eyeforpharma awards 2015!

We are honored by eyeforpharma’s announcement for Boehringer Ingelheim “School for Intrapreneurs” to be a Finalist for yet another award: the prestigious eyeforpharma Philadelphia awards 2015 in the Most Impactful Emerging or Global Initiative category!

One juror, for example, believes the Boehringer Ingelheim School for Intrapreneurs adds value beyond the pill to patients and customers: “Great program that ensures that the company keeps up to date and a competitive edge. I also like that everybody has the opportunity to contribute and participate.”

The winners will be announced on April 7th during the upcoming eyeforpharma Philadelphia 2015 conference (from April 7-8th, 2015, Hyatt Regency Philadelphia at Penn’s Landing, Philadelphia, PA.), so join the conference and stay connected via Twitter at #efpPhilly

About the Awards

The eyeforpharma Philadelphia Awards recognize those in the pharmaceutical industry who are driving pharma forwards not just with higher short-term profits, but with better customer innovation, value and outcomes leading to longer-term success.

eyeforpharma’s mission is to make the pharmaceutical industry more open and valued, which means these awards are a literal translation of why we exist. It is our responsibility to shine a light on where pharma does well, to inspire others into similar or better action.

“Angel Investing as corporate venturing within a company” guest blog on CUREconnect

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.

Join me at the Intrapreneurship Conference 2014 in The Netherlands, Dec.10-12, 2014

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 at eyeforpharma’s Value Beyond the Pill Summit, Philadelphia, December 3, 2014

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.

 

 

 

 

Meet me at AlphaSights’ Knowledge Summit in NYC, Nov. 19, 2014

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:

  • Best-practice policies and procedures for effective knowledge acquisition. What systems and practices do the top investment funds and leading lawyers recommend?
  • Where can public and private investors trip up when seeking alpha? Lessons from Operation Perfect Hedge and recent private equity litigation.
  • Why the exchange of knowledge has always driven human progress, and what the ramifications of a totally interconnected global marketplace might be.
  • Redrawing the battle lines for talent and knowledge as employees move ever more freely between firms – should smart employers embrace or be wary of the ‘free-agent’ economy?

 

Meet me at Yale’s “Patients and Big Data in Healthcare: Deriving Value and Accelerating Innovation” Nov.11, 2014

Patients and Big Data in Healthcare: Deriving Value and Accelerating Innovation
Nov 11 @ 4:00 pm – 6:00 pm

REGISTER:  https://www.eventbrite.com/e/patients-and-big-data-in-healthcare-deriving-value-and-accelerating-innovation-tickets-12475417309

CURE and Yale, in collaboration with Boehringer Ingelheim, presents “Patients and Big Data in Healthcare: Deriving Value and Accelerating Innovation.” In an increasingly digital age, healthcare stakeholders can access significant amounts of data and knowledge using various platforms. Critically, this “big data,” represents a vast quantity of complex and diverse information. While payers, providers, healthcare experts and the pharmaceutical industry have the capability to analyze this data to gain insight, this information can be overwhelming to patients. This BioHaven event, moderated by Richard Foster, has convened a panel of experts to explore the topic of “big data,” the role of the patient in data analytics, the role of payers and what actionable data represents. Further discussion will explore the state of the art, including discussing national hospital systems using big data and local ones in CT and at Yale. Finally, the discussion will conclude with discussion about effectively incorporating big data into operations and where the field is headed.

Special kudos to my valued colleague Faye Lindsay, who was instrumental in pulling this event together!

Some of the topics the moderator and panelists will consider:

Defining and Exploring the topic

  • Tell us what “big data” means to you and why it is important.  Give us one example which illustrates the best use of big data to date.
  • What is the role of the patient in data analytics?  Does it benefit them?  Do they naturally do it?  How error prone are the data they provide directly?
  • What is the role of the payer in all of this.  Can they get the data they need to better set rates?  Will “big data” help or hurt the payers?
  • What is actionable data?  What are the three major areas where we are making progress?

State of the Art

  • Where is the best state of the art in using data to improve outcomes in the US?  How do we know that is true?
  • What hospital systems or MCOs are most advanced?
  • How are we doing in CT compared to other states?  How do we know?
  • What is the state of the art in healthcare info tech/big data in the US.   Where?  Why?  What do we need to do to catch up?

Unanticipated Consequences

  • Will all this measurement result in intense, and from time time, unproductive rivalries between docs, or hospital systems?
  • How can the providers use “big data” and not put at risk the effectiveness of current medical care delivery processes which have takes years to define and perfect?

Specific Subtopics

  • Big Data and the bottom 5%
  • We know we spend $1.35 T on 5% of the population. Do we know who they are and how we can best treat them.  How much can we expect to reduce the cost, or improve the quality of the health care delivered to these patients?
  • Big Data and Quality
  • Integrating Big Data into Operations, effectively

What is coming?

  • Who is controlling the pace of advance in Big Data these days – Academia (who), the Payers (who?), the providers (who?) the Feds (who and who in HHS/CMS?)  What about the role of the National Cancer Hospitals.  Or other specialized (by disease/condition) providers (e.g. DaVita)

Moderator:

Richard N. Foster, PhD, Emeritus Director, McKinsey and Co; Lecturer, Yale School of Management.

Dr. Foster is an emeritus director of McKinsey & Company, Inc. where he was a Director and Senior Partner. While at McKinsey he founded several practices including the healthcare practice and the private equity practices, the technology practice and innovation practice. From 1995 to 1998 he led McKinsey’s worldwide knowledge development.

At Yale, Dr. Foster teaches “Managing In Times of Rapid Change” and serves as the Executive in Residence at the Yale Entrepreneurial Institute. Dr. Foster’s research interests are in the relationships between capital formation, innovation, and regulation. Dr. Foster has written two best-selling books: Innovation: The Attacker’s Advantage (1986) and Creative Destruction (2001), both of which were cited as among the “ten best books of the year” when they were published by the Harvard Business Review.

Dr. Foster’s work has appeared in Business Week, the Wall Street Journal, the New York Times as well as several dozen articles in research and popular journals. Dr. Foster was recognized as one of their ten “Masters of Innovation” in the past century. He was the external leader of the Concil on Foreign Relations Study Group on Technological Innovation and Economic Performance which led to the publication of Technological Innovation Economic Performance (2001, Princeton University Press).

Panelists:

Harlan Krumholz, MD, Harold H. Hines Jr. Professor of Medicine (Cardiology) and Professor of Investigative Medicine and of Public Health (Health Policy); Co-Director, Clinical Scholars Program; Director, Yale-New Haven Hospital Center for Outcomes Research and Evaluation.

Dr. Krumholz’s research focuses on improving patient outcomes, health system performance and population health. His work with health care companies has led to new models of transparency and data sharing. His work with the U.S. government has led to the development of a portfolio of national, publicly reported measures of hospital performance. These measures also became part of several provisions of the health reform bill. He is currently working with leaders in China on government-funded efforts to establish a national research and performance improvement network.

Dr. Krumholz is an elected member of the Institute of Medicine, the Association of American Physicians, and the American Society for Clinical Investigation. He is a Distinguished Scientist of the American Heart Association. He serves on the Board of Trustees of the American College of Cardiology, the Board of Directors of the American Board of Internal Medicine and the Board of Governors of the Patient-Centered Outcomes Research Institute.

Rishi Bhalerao, MBA, Director of PatientsLikeMe, a free patient network and real-time health research platform.

At PatientsLikeMe Rishi manages major relationships with industry partners. Prior to joining PatientsLikeMe, Rishi spent several years as a management consultant with the Boston Consulting Group (BCG), and more recently, as an innovation consultant, at a firm started by Prof. Clay Christensen of the Harvard Business School. He earned an MBA from the Ross School of Business at the University of Michigan and also holds undergraduate and graduate degrees in Engineering.

You Xi

Director of Business Analytics at Boehringer Ingelheim Pharmaceuticals (BI)and leads a team of analysts conducting analysis across all BI’s portfolio and communicating findings and strategic insights to internal stakeholders (Marketing, Sales, Managed Markets, Sr. Management etc.).

The key deliverables include using various data sources to measure performance, build promotional mix optimization modeling, behavior segmentation, portfolio optimization, etc.  Prior to BI, You was a consultant at ZS Associates and then held various management roles in the pharmaceutical industry including Takeda Pharmaceuticals and Novartis.

Michael Matteo

Mike Matteo is chief growth officer at Optum, where he is responsible for creating and enabling growth across the company. Matteo focuses on the needs and opportunities of Optum’s customers and how the company can deliver creative, innovative solutions that meet their objectives. Prior to bringing his passion for modernizing the health care system to Optum in 2012, Matteo served for four years as chief executive officer of UnitedHealthcare National Accounts, where he expanded the company’s industry-leading position in the large-employer marketplace. Prior to becoming CEO, Matteo led business development efforts for UnitedHealthcare National Accounts, where previously he worked in product development and was instrumental in designing and launching the company’s first consumer-driven product innovations. He joined UnitedHealth Group in 1997 as a strategic account executive, helping many of the company’s largest employer clients meet their health care objectives.

Before joining UnitedHealth Group, Matteo was with Physicians Health Services, where he served the needs of major clients as an underwriting director and senior account executive. He began his career serving in multiple roles with Traveler’s Insurance Companies. Matteo graduated magna cum laude with honors from the College of the Holy Cross, and participated in the Columbia University Executive Management Program. He is on the boards of the MetroHartford Alliance, Hartford YMCA, and Connecticut Science Center, and served as chairperson of the Greater Hartford Arts Council Capital Campaign.

Don’t miss Gati Dharani on ‘Wearables for Health Intervention in Aging Population’ @APHA, Nov.17, New Orleans

It’s a billion dollar question: How can we use wearable mobile devices for better health outcomes in the aging population?  Join my valued colleague and HITLAB innovator Gati Dharani and her team revealing newest research in sights on “Wearable fitness tracker intervention increases physical activity in Baby Boomers” at the American Public Health Association’s (APHA) HEALTHOGRAPHY 142nd Annual Meeting and Exposition on November 15-19, 2014, in New Orleans, Louisiana.

Why is this a billion dollar question? – The traditional business model of the pharmaceutical industry is broken.  The focus shifts to incentivize patient-centric outcomes, prevention and behavior change in the global battle against a mounting wave of chronic diseases such as diabetes.  In search for a new business “beyond the pill” the pharmaceutical industry joins other stakeholders in the healthcare system to align and pull in this same direction.  First data-driven results are highly anticipated – well, here they are, so don’t miss this milestone event!

‘School for Intrapreneurs” nominated for 5th annual Corporate Entrepreneur Awards

We are honored that the Boehringer Ingelheim “School for Intrapreneurs” got nominated for Market Gravity announce the fifth annual Corporate Entrepreneur Awards in New York.

The awards will be held at an inspiring new venue, 7 World Trade Center, and include the opportunity to explore some of the top corporate innovations in North America, network with innovation leaders, and hear from our guest speaker from Virgin Galactic.

The awards recognize and celebrate the achievements of individuals and teams who are working within large companies to deliver game changing innovation and growth.

Meet me at the 5th annual Corporate Entrepreneur Awards, New York City, Nov. 4, 2014

After four successful years, Market Gravity is proud to announce the fifth annual Corporate Entrepreneur Awards, and this year the Awards are coming to New York.

The awards will be held at an inspiring new venue, 7 World Trade Center, and include the opportunity to explore some of the top corporate innovations in North America, network with innovation leaders, and hear from our guest speaker from Virgin Galactic.

The awards recognize and celebrate the achievements of individuals and teams who are working within large companies to deliver game changing innovation and growth.

Join my Expert Chat on “Prototyping and Pitching” for Social Intrapreneurs, Oct. 29, 2014

Join me for the Expert Chat on “Prototyping and Pitching” on Wednesday, October 29 at 10am ET.  The Social Intrapreneurship for Innovation in Health and Wellness course attracts participants from around the world (23 countries on 6 continents) to develop prototypes for new social intrapreneuring and social entrepreneuring ventures as a collaborative social innovation platform.

Course Description

This 6-weeks online course is facilitated by Joseph Agoada and Megan Coolidge of Ashoka and powered by TechChange, the institute for technology and social change in cooperation with Boehringer Ingelheim.

As the world rapidly changes new employer and employee skills such as changemaking, teamwork, empathy and leadership are fundamental to an institution’s ability to innovate and grow into the future. Ignoring the need for these new skills leads to loss of opportunity and competitiveness, along with increased redundancy and inefficiency. Social intrapreneurship is a methodology for sparking, cultivating, advancing and scaling social innovation within institutions by capitalizing on trends such as technology advancement and globalization, deploying agile and start-up strategies and building the core changemaker skill set. Check out why Forbes is calling the Social Intrapreneur the Most Valuable Employee of 2014.

Ashoka, the world’s largest network of social innovation and entrepreneurship, has teamed up with Boehringer Ingelheim, a world leading pharmaceutical lab with a corporate vision for “value through innovation”, to create a six-week online course in social intrapreneurship for innovation in health and wellness. In this course, you will connect with participants from institutions across the private, public, and nonprofit sectors and convene to learn entrepreneurial and start-up strategies for creating positive social and business impact in the health and wellness space.

In this course you will:

  • Prepare for a lead or supporting role in developing a health and wellness innovation with social and business impact
  • Gain skills and strategies to garner internal and external support for innovative projects
  • Learn how to collaboratively advance innovation in a bureaucratic setting
  • Connect with a network of intrapreneurs and innovators to share ideas, make critical connections, and get continuous support and feedback
  • Complete a final group prototype project using Ashoka’s innovative concept formation and collaboration techniques

Through an online dynamic learning environment, which utilizes Ashoka’s and Boehringer Ingelheim’s knowledge and networks in intrapreneurship, students will join facilitators and leading experts in the field to discuss case studies, major trends and social business ideas to keep you on the cutting edge of intrapreneurship.

Course Topics:

  • Week 1: The Business Case for Social Intrapreneurship
  • Week 2: Selecting and Framing an Intrapreneurial Problem Statement
  • Week 3: Strategies for Advancing Social Innovation Within Your Institution
  • Week 4 & 5: Prototyping and Pitching
  • Week 6: Final Review and Wrap-up
  • Finale Event: Prototype Presentations

~~~

Read also:  School for Intrapreneurs: Lessons from a FORTUNE Global 500 company

The Mindset of Entrepreneurs and Intrapreneurs

What do Intrapreneurs and Entrepreneurs have in common? The answer is: their attitude! Here are my learnings inspired by Malcolm Gladwell.

What does IKEA founder Ingvar Kamprad have in common with Malcolm McLean, who revolutionized the global transportation of goods by introducing shipping containers in 1953?  Both think big and share the “10X” aspiration for returns on their investments (see also 10x vs 10% – Are you still ready for breakthrough innovation?).  But there is more: a shared mindset of entrepreneurs that also drives intrapreneurs within large organizations.

Just recently I had the pleasure hearing Malcolm Gladwell speak as a “Provocateur” at the World Of Business Ideas event in New York City’s epic Radio City Music Hall.  He illuminated the attitude of these against-all-odds entrepreneurs who succeeded and changed the world.  It struck me seeing significant parallels in the mindsets of entrepreneurs and intrapreneurs which I want to share with you.

Just as a bit of background, my work in recent years focuses on disruptive intrapreneuring, i.e. building frameworks to revitalize mature organizations from within and get break-through employee ideas implemented for exponential business outcomes.  In contrast to entrepreneurs, intrapreneurs are employees who build new businesses within their organization for the greater good of the company and, ultimately, it’s customers.

Entrepreneurs and intrapreneurs both pursue opportunity relentlessly and without regard to resources currently available to them. But there is even more commonalities relating to their attitude, their mindset, as Malcolm Gladwell puts it so eloquently, which goes beyond the traits of being

  • Open and creative to imagine the future in new ways.
    Here, associative thinking and a deeper understanding of subject matters helps to envision the future solution overall and implementing it with all its details.
  • Conscientious to focus on how to make it happen.
    This is the relentless drive, energy and experimentation to understand and being able to implement the many details necessary to turn the idea into reality and success despite mounting obstacles.
Beyond that, however, what constitutes the common mindset of successful entrepreneurs and intrapreneurs alike can be described by three things coming together in a game-changer’s mind:
  1. They are “disagreeable” in the sense of being indifferent to what others are think. They remain steadfast despite the rejection and immediate social consequences they may experience.
  2. They reframe the problem by elevating it from the current business model and practice to a higher level of abstraction.  They look at the problem broadly before condensing it to its pure core.  Once they got to the core of the problem, they map out the disruptive steps it takes to getting there without regard which industries are being affected and need to be disrupted.  Instead of thinking in industries, the thinking is more around an “arena” that constitutes the space and markets the new business will cover.
  3. They are impatient!  Driven by a sense of urgency they take action without hesitation.  There is no time to waste, they want to make the future happen now!
In the start-up world, entrepreneurs can turn to incubators and accelerators to get help developing their idea. Investors decide which entrepreneurial businesses are likely viable and should be funded.  The situation is different within large, mature organizations (see also:Why mature organizations can’t innovate).  It starts with the question where do you find these game-changing Intrapreneurs within an organization?  Often enough, intrapreneurs are not the “talent” that gets officially selected top-down and developed along a structure career development plan of sorts.  In all honesty, true intrapreneurs are disruptors by definition and can come come across a bit rough in the beginning – especially in a polished corporate environment.  Just look at the “disagreeable” criteria!  Not a quality you would find in a corporate leadership job description, right?

This is why it takes a dedicated effort to foster innovation through intrapreneurship in large and mature organizations.  Two programs I’ve spearheaded, the School for Intrapreneurs and Angel investing within the company, are tried and true approaches to building an innovation ecosystem.  Both produce outstanding results in a Fortune Global 500 and received best-practices credits in the international innovation study out of the University for Applied Sciences in Munich, Germany.

Contact me for more information or to design and implement an innovation and intrapreneuring in your organization!

“Intrapreneuring: Building an innovation eco-system with the School for Intrapreneurs” guest blog on CUREconnect

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.

Join me at Social Media and Multi-Channel Marketing For Pharma, Philadelphia, 19-Sep-2014

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:

Driving Innovation & Measuring ROI While Ensuring Risk AvoidanceLearn actionable best practices and get thought provoking advice on how to overcome the challenges that arise from the constantly evolving multi-channel marketing and social media world including:

  • Navigating the roadmap to a successful social media strategy
  • Leveraging the power of mobile to improve ROI & increase employee engagement
  • Creating a patient-centric digital experience
  • Measuring the ROI of a digital marketing campaign
  • Winning buy-in from patients, physicians, and payors
  • Identifying your brand through social media and digital media
  • Understanding the public health imperatives of social media
  • Identifying the five keys to creating highly trusted, shareable content
  • Implementing adherence programs to increase patient engagement
  • Tapping into patient communities to learn more about needs concerns
  • Integrating digital media into your overall marketing plan to maximize brand impact

“Why large organizations struggle to innovate” guest blog on CURE

“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.

Join me for the 5th Annual Process Driven Innovation Conference, Philadelphia, Sep. 17, 2014

5th Annual Process Driven Innovation Conference — Capturing the Enterprise’s Creative Energy to Fill the Innovation Pipeline
Philadelphia, PA – September 17, 2014

 

 

Diamonds in the Rough: Identifying Talent

It is not without irony when a leadership team complains about their talent.  As the saying goes, “Leaders deserve the talent they hired.”

Looking into the Abyss – Not kidding!

Let me give you an idea how bad it can get. Here is a real-life scenario I was asked at address as a consultant not long ago:  A global leadership team identified the need to diversify their management across a distributed, global division.  Business results were lagging, bureaucracy stifling and fresh ideas nowhere to be seen let be implemented.  Despite an outspoken commitment to Diversity and Inclusion, the ‘corporate immune system’ and ‘group-think’ resisted much needed change with repercussions for those questioning the status quo or thinking differently out loud.  Data-driven paralysis by analysis was the daily mode of operation. – You get the picture.

The leadership team had tried filling open positions by hiring the usual ‘best and brightest’ with a focus on expert skills and solutions they would bring from their previous employer – it did not solve the problem.  It was common practice to hire staff for their expertise, primarily; the term used was “to hit the ground running.”

As if the situation was not bad enough already, the brightest brains have left or where about to leave.  They so drained the ‘leaky pipeline’ of talent even more.  Since we know that “talent attracts talent” also the opposite appears quite likely.  Thereby, the quality of leadership team overall weakens and entails the nasty downstream effects for the staff and the organization as a whole.  Obviously the situation was home-grown, which added a sensitive political dimension the whole situation.
The blunt question stuck with me, does the top leaders actually know what talent they need?  What are their criteria for ‘talent’ when they search, so you would recognize it when you see it?  And, do they have the guts of hiring someone who actually looks at things and truly thinks  differently, comes up with unorthodox solutions and possibly has a very different profession background, career path and experiences?
Let’s leave this ‘case study’ here and step back to look at the bigger picture.

Fighting the wrong battle?

Sadly, there were many hidden assumptions at work that never surfaced or articulated.  For example, the steepest careers were made by employees sharing the same professional discipline as their leaders, so the assumption was that only a specific professional background would qualify a candidate.  Another ironclad assumption was that talent is hard to find – after all we read about this “war for talent” raging out there, as Steven Hankin of McKinsey coined it so dramatically, right?

I respectfully disagree.  While it makes sense to hire from the outside for certain purposes such as short-term for specific skills or experience for a project or long-term for the right mindset and development potential, for example, it makes little sense to me to neglect the talent you already have.  My take was not that there is a lack of talent but a lack of being able to identifying talent.

Talent Mismanagement 

It seems that talent acquisition and development have eroded from an an art form to a dry and rigid process that -obviously- doesn’t work all that well for this organization.  Little attention was paid to talent identification and retention within the organization or mindset and cultural fit of candidates, for example.

Here are just some examples for common practices that inhibited internal talent to develop and grow – and eventually drove employees away:

  • Internal applicants for open positions were in practice only considered when the already did the job they applied for.  How is this supposed to work? Where is the potential for existing staff to develop and seize opportunities?
    We know little about new hires but we a know a lot about our existing employees. What may look like an advantage for the employee often plays out the other way: This knowledge can induce a bias and limit our employees getting opportunities when we may still see them as ‘corporate infants’ despite many years of tenure; like parents who can be blindsided of their kids growing up and being ready for the challenge that we tend more easily to entrust a stranger with.
  • Graduates fresh out of college were preferred over employees meeting the job requirements, for a trainee rotation program, for example. This was despite the fact that the company often had paid for the employees’ advanced degrees.  These employees came with relevant work experience and existing networks within the organization which minimized on-boarding efforts.  They already knew the company culture and what to expect. So these employees would not get the job despite their qualifications. – How crazy is that? I call this ‘talent mismanagement.’
    Take an even closer look: These employees went back to school in parallel to their day job, family, etc. They had proven their tenacity and commitment to develop personally as well as for the company over years – and are denied a chance to apply their new skills.  What a waste! No wonder the talent pipeline leaked!

Three ways to identify talent you already have

Traditionally, talent identification is seen as a top-down process where executives pick employees from their pool based on who they believe has potential.  The selected ‘talent’ then receives training, development or career opportunities to prepare them for their future leadership role. This was the model applied leading up to the sad situation of the case study above. It favors a bias of group-think and appointing or hiring people like yourself instead of focusing to find the best person for the job.

What if we looked at and selected internal ‘talent’ differently?  What if we leveled the playing field to allow any employee to prove themselves and then select talent based on merits?

Here are three proposals on how to identify talent you already have within your organization but overlooked in the past:

  1. Look closely at your employees who went back to school or underwent a significant challenge on top of their core job to learn and develop themselves, such as the ones mentioned above that graduated with advanced degrees in parallel to their day work. This are tough cookies, self-starters, driven to self-improve and seeking career opportunities; ignore them and they will leave.
    Read also:  How to retain talent under the new workplace paradigm?
  2. Build a School for Intrapreneurs: Lessons from a FORTUNE Global 500 company as a merit-based pipeline for leaders, talent and change agents.  Our battle-hardened graduates have experienced resistance and found ways to form diverse teams and build supportive networks on their way to implementing their ideas.
    Read also  How to create innovation culture with diversity! and  Innovation drives Diversity&Inclusion 2.0
  3. Seed-fund ideas that meet desirable criteria for disruptive innovation for a proof-of-concept by introducing, for example,  Angel Investing within the Company – Insights from an Internal Corporate Venture Capitalist. We have seen colleagues returning with more great ideas after their first one got funded. It works like releasing creative breaks and empowering employees to take charge.

Meaningful change is likely to meet resistance within the organization. It takes determination to change established talent management practices. It takes guts to walk the walk despite a general intellectual agreement.
Time will tell how the above case study plays out for this particular organization, i.e. if the recommendations made will be adopted – or if this consulting appointment degrades to just a feel-good exercise without consequences, since taking action requires real leadership.

New “Social Intrapreneurship for Innovation in Health and Wellness” course starts Oct. 8,2014

Join this course!

Social Intrapreneurship for Innovation in Health and Wellness is a 6-weeks online course facilitated by Joseph Agoada and Megan Coolidge and powered by TechChange, the institute for technology and social change..

Course Description

As the world rapidly changes new employer and employee skills such as changemaking, teamwork, empathy and leadership are fundamental to an institution’s ability to innovate and grow into the future. Ignoring the need for these new skills leads to loss of opportunity and competitiveness, along with increased redundancy and inefficiency. Social intrapreneurship is a methodology for sparking, cultivating, advancing and scaling social innovation within institutions by capitalizing on trends such as technology advancement and globalization, deploying agile and start-up strategies and building the core changemaker skill set. Check out why Forbes is calling the Social Intrapreneur the Most Valuable Employee of 2014.

Ashoka, the world’s largest network of social innovation and entrepreneurship, has teamed up with Boehringer Ingelheim, a world leading pharmaceutical lab with a corporate vision for “value through innovation”, to create a six-week online course in social intrapreneurship for innovation in health and wellness. In this course, you will connect with participants from institutions across the private, public, and nonprofit sectors and convene to learn entrepreneurial and start-up strategies for creating positive social and business impact in the health and wellness space.

In this course you will:

  • Prepare for a lead or supporting role in developing a health and wellness innovation with social and business impact
  • Gain skills and strategies to garner internal and external support for innovative projects
  • Learn how to collaboratively advance innovation in a bureaucratic setting
  • Connect with a network of intrapreneurs and innovators to share ideas, make critical connections, and get continuous support and feedback
  • Complete a final group prototype project using Ashoka’s innovative concept formation and collaboration techniques

Through an online dynamic learning environment, which utilizes Ashoka’s and Boehringer Ingelheim’s knowledge and networks in intrapreneurship, students will join facilitators and leading experts in the field to discuss case studies, major trends and social business ideas to keep you on the cutting edge of intrapreneurship.

Course Topics:

  • Week 1: The Business Case for Social Intrapreneurship
  • Week 2: Selecting and Framing an Intrapreneurial Problem Statement
  • Week 3: Strategies for Advancing Social Innovation Within Your Institution
  • Week 4 & 5: Prototyping and Pitching
  • Week 6: Final Review and Wrap-up
  • Finale Event: Prototype Presentations

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Read also:  School for Intrapreneurs: Lessons from a FORTUNE Global 500 company

German Innovation Study confirms Intrapreneuring Increases Innovative Mindset

German Innovation Study confirms Intrapreneuring increases Employees’ Innovative Mindset

German researchers Philipp Gellert and Martin Müller of the Business Innovation and Change Management Dept. of the University of Applied Science in Munich, Germany (Hochschule München) published their international business consulting study “Konzept für Führungskräfte zur Implementierung einer Innovationsstrategie” (in German language only) in summer 2014.

The otherwise mostly self-explanatory graphics (see below) shows how different approaches increase employee innovation mindset (vertical axis) with long-term impact (“Langfristig”) in the upper right.  The study implicitly confirms the power of intrapreneurial and disruptive approaches.  Note that it explicitly mentions several intrapreneurial approaches I developed and also covered in my www.OrgChanger.com blog in more detail:

"Konzept für Führungskräfte zur Implementierung einer Innovationsstrategie" business consulting study by Philipp Gellert and Martin Müller, Business Innovation and Change Management, University of Applied Science Munich (Hochschule München), Germany, 2014
Graphics on page 57 shows “School for Intrapreneurs” and “Angel Investing” as long-term shifters of employee innovation mindset in the upper right corner!

 

 

Innovation drives Diversity&Inclusion 2.0

The traditional world of corporate Diversity and Inclusion (D&I) is being disrupted by a new take on D&I and combining it with innovation and talent management.  What some perceive as a threat to the D&I establishment may just be the next step of evolution that could invigorate and drive D&I to new heights.

Though not an entirely novel approach (see also How to create innovation culture with diversity!) the new thinking gains traction.  As this could play out in different ways and only time will tell what worked, here are my thought on where we are heading.

Struggles of the  Front Runner

Many traditional D&I programs, let’s call them “version 1.0” of D&I, struggle transitioning beyond a collection of affinity groups, tallying corporate demographics and competing for D&I awards to post on their webpage.  In these traditional D&I programs ‘diversity’ is often understood to be reflected by more or less visible differences among individuals at the workplace while ‘inclusion’ translates to supporting defined sub-populations of employees through, for example, establishing affinity groups.

The United States is seen as the front runner of the D&I movement.  D&I has been around in the U.S. corporate world for decades.  For historic and demographic reasons it hones in on removing obstacles for minorities at the workplace supported also by strict legislature and execution; exercising Affirmative Action, for example.

This legacy in the U.S. lends itself to an inside focus on organizations that became the backbone of the traditional D&I programs.  It comes down to the question ‘what can or should the organization do for specific groups of people’ defined by ethnicity, gender, age, sexual preference, faith, disability, war history and so on.  Apparently, it still is work in progress as, for example, Silicon Valley just recently got on the public radar, which stirred up the debate afresh along the lines of D&I 1.0; see Google releases breakdown on the diversity of its workforce.

Stuck in the ‘Diversity Trap’?

The inside focus and minority messaging of D&I 1.0, however, can be limiting when D&I erodes to a process of ‘doing things right’ by pushing for quotas, ‘checking boxes’ and inflating variations of terminology perceived as ‘politically correct’.  This can in fact be different from ‘doing the right thing’ for the company overall, its employees as well as the affinity groups and their constituency.   It should not surprise that Affinity groups can be (and often get) stigmatized and perceived as self-serving and self-centered social networks without significant and measurable business impact.

Under this paradigm these D&I 1.0 programs struggle to get serious attention, support and funding from executives beyond operating on a minor level to ‘keep the lights on’ more for public image purposes than business drive.  The fundamentals seem to get forgotten: in the end, a business exists to generate a profit, so less profitable activities are likely to be discontinued or divested.  It’s a symbiosis and to say it bluntly: without healthy business there is no D&I program and no affinity groups.  When this symbiosis get lopsided, D&I 1.0 gets stuck in the trap.

D&I 2.0

“Diversity” is catching on beyond the United States in Europe, for example, where many countries do not have share a highly heterogeneous demographic composition, for example.  Here, companies can start with a fresh approach jumping straight to D&I 2.0 – and many do!  It reminds me of developing countries installing their first phone system by skipping the landlines and starting right away with mobile phones.

The 2.0 internal focus corresponds to hiring workers that truly think differently and have different backgrounds and life experiences some of which overlaps with D&I 1.0 affinity roots.  In addition, there is also an external focus putting the staff to work with a clear business proposition and reaching even beyond the organization.  So here a candidate would be hired or employee promoted for their different thinking (2.0) rather than more visible differences (1.0).

While need remains for affinity groups to tend to their members needs within the organization, the “new” D&I 2.0 opens to shift focus to go beyond the organization.  It goes along the lines of a statement President John F. Kennedy became famous for and that I tweaked as follows: “Don’t ask what the COMPANY can do for you ask what you can do for the COMPANY AND ITS CUSTOMERS.

D&I 2.0 gears towards actively contributing and driving new business results in measurable ways for the better of the employees as well as the organization and its customers.  A visible indicator for D&I 2.0 affinity groups helping their constituency beyond company walls is affinity groups identifying and seizing business opportunities specific to their constituency.  They translate the opportunity and shepherd it trough the processes of the organization to bring it to fruition.  For example, affinity groups are uniquely positioned to extending and leveraging their reach to relating customer segments in order to identify ‘small elephant’ business opportunities; see How to grow innovation elephants in large organizations.

The D&I 2.0 approach demonstrates sustainable business value which is why D&I 2.0 sells much easier to executives. It makes a compelling business case that contributes to new business growth, the life blood of every company.

Challenging Transition

U.S. companies stuck in D&I 1.0 are hard pressed to keep up with the D&I 2.0 developments and overcome their inner struggle and resistance.  With decades of legacy, D&I 1.0 programs in many organizations lack the vision and ability to make a compelling business case, to develop a sound strategy as well as capability and skill to implement it effectively.  This is the requirement, however, to truly see eye-to-eye with senior executives and get their full support.  This can become a serious disadvantage in the markets relating to products and customers but also in attracting talent.

In the end, the saying holds true that “talent attracts talent” and all organizations compete over talent to compete and succeed.  Therefore, a D&I 2.0 program combines business focus and talent management while tying it back to the core of diversity and inclusion: Fostering diverse thinkers and leveling the playing field for all employees.  This requires a level playing field that offers the same opportunities to all employees, which is the real challenge.

How do you level the playing field effectively in a large organization?  How this will be implemented becomes the differentiating success factor for companies transitioning to D&I 2.0!

Here is a example 2.0-style for a level playing filed that has its roots in the D&I affinity group space yet opened up to include the entire workforce.  It empowers and actively engages employees while leveraging diversity, inclusion and talent management for innovative solutions with profitable business outcomes.  It may take a minute or two to see the connection between D&I, talent and disruptive innovation but it is at work right here in the School for Intrapreneurs: Lessons from a FORTUNE Global 500 company.

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Previous posts relating to innovation and employee affinity groups / employee resource groups (ERG) / business resource groups (BRG):

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