Intrapreneurship Case Study at the Foreign Trade University (FTU), Vietnam

Students of the Creativity, Innovation and New Value course at Colorado State University discuss the popular teaching case study “Boehringer Ingelheim: Leading Innovation” (available at Harvard Business Review (HBR) and the Ivey Business School) with intrapreneur Stephan Klaschka.

Intrapreneurship Case Study at the Foreign Trade University (FTU), 

As a cooperation between Colorado State University (CSU) and the Foreign Trade University (FTU) in Hanoi, Vietnam, FTU students are tasked to develop an opportunity in a team and conduct a feasibility analysis on the opportunity that they present to the class on June 4, 2018.

I will join the students and visiting CSU professor Robert Mitchell for a live discussion of the teaching case study Boehringer Ingelheim: Leading Innovation, which is available at Harvard Business Review (HBR) and the Ivey Business School,

In this teaching case study, the case writers Professor J. Robert Mitchell, Ph.D., and Ramasastry Chandrasekhar, of Ivey Business School, follow the footsteps of Stephan Klaschka’s intrapreneurial approach to innovation within a global pharmaceutical company (FORTUNE Global 500, Top 20 Pharma).

This intrapreneurship teaching case study is used by staff and students of Intrapreneurship and Innovation in business schools around the world. and features my career as an Intrapreneur at a major pharmaceutical company.

HBR-logoIvey-logo

Discussing HBR Intrapreneuring Case Study “Leading Innovation” at CSU

Students of the Creativity, Innovation and New Value course at Colorado State University discuss the popular teaching case study “Boehringer Ingelheim: Leading Innovation” (available at Harvard Business Review (HBR) and the Ivey Business School) with intrapreneur Stephan Klaschka.

HBR-logo 150x150

On April 26, 2018, students of the Creativity, Innovation and New Value course at Colorado State University discuss the popular teaching case study “Boehringer Ingelheim: Leading Innovation” (available at Harvard Business Review (HBR) and the Ivey Business School) with intrapreneur Stephan Klaschka.


The case writers Professor J. Robert Mitchell, Ph.D., and Ramasastry Ivey-logoChandrasekhar, of Ivey Business School, follow the footsteps of Stephan’s intrapreneurial approach to innovation from within a global pharmaceutical company (FORTUNE Global 500, Top 20 Pharma).  This intrapreneurship teaching case study is used by staff and students of Intrapreneurship and Innovation in business schools around the world.  It is available for download at

What is the difference between Intrapreneuring and Corporate Entrepreneuring?

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):

Idea Origin

  • The Intrapreneur finds a bold idea that can have the potential to transform or even save the business but may not align with the business plans and priorities of the company – more likely, the idea is not anywhere on the management’s radar.
  • The Corporate Entrepreneur receives the objective together with a project handed down by management. The idea (project scope) is a business goal of sorts that the Corporate Entrepreneur should address.

Ownership

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.

  • In this context, Intrapreneurs make an idea their own which determines the mission and scope of the intrapreneurial quest, the ‘intraprise’. The Intrapreneur assumes ownership and full responsibility for the idea and brings it to life – even against the resistance of the organization. Thus, the Intrapreneur runs his or her own, small ‘intraprise’ with full responsibility, freedom to operate and navigate in any way and direction imaginable, and -therefore- has a big job (just like an entrepreneur).
  • The Corporate Entrepreneur receives the project objectives handed down by management and is held responsible for delivering on project results as scoped. The idea directly translates down from a business goal of sorts. The Corporate Entrepreneur usually runs or contributes to a ‘small job’ project that is temporary. This project scope and small job perspective together with the time limit can also affect process and outcomes as it can easily narrow the solution space, or adjusting and ‘pivoting’ by re-aiming, for example, at opportunities beyond the original or change the scope of the idea altogether.

Passion

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.

  • An Intrapreneur committed and passionate about the idea will try everything and get very creative in bringing the idea to life.
  • The Corporate Entrepreneur usually is not truly passionate about a project handed down by management and being held responsible for delivering on the project as scoped.

Mandate

‘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.

Mindset and Results

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:

  • Shutting down the idea and implementation altogether or watering it down by absorbing it into the regular structures and processes of the organization
  • Bringing the idea to life by creating a new company structure and business altogether
  • The Intrapreneur leaving the organization to pursue the idea elsewhere

I have seen all of these outcomes many times throughout my career as an Intrapreneur and executive consultant.

Reward

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.

The Golden Opportunity

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’:

  • If they are willing to embrace the disruptive challenge of bringing about meaningful change,
  • If they are able to identify true Intrapreneurs in their organization and
  • If they are bold enough to take a chance on Intrapreneurs by allowing them into the program in the first place. Remember, Intrapreneurs tend to be disagreeable among other ‘features’ that, often enough, not win them an invitation by management to join their fancy Corporate Entrepreneurship program.

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.

Table Intra vs Corp Entre v2

Intrapreneurship: Designing sustainable innovation ecosystems! – Executive Webinars in Oct/Nov 2017

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:

  1. The Power of Intrapreneurship – an Introduction
    Online only October 18, 2017 – recording available
  2. “Where to start?” – Designing a sustainable innovation ecosystem in a large company for exponential returns
    Online only – October 31, 2017 – coming up
  3. “Against all Odds” – Implementing a sustainable innovation ecosystem in a large company
    Online only – November 15, 2017

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)

Join the Circle of Young Intrapreneurs NYC Chapter: Launch Event May 3, 2017

Circle of Young Intrapreneurs NYC Chapter

SIGN UP HERE for free tickets!

A movement designed to inspire, guide, develop & deliver purpose-driven business ideas from young social intrapreneurs inside corporate organizations globally.

We drive positive social change through business by creating a community of changemakers, supporting them with mentoring and advice from leading intrapreneurs, encouraging pan-industry collaboration to solve shared societal challenges and promote advocacy of social intrapreneurship.

Join us and make the business a force for good.

Join me at Singularity University’s first Germany Summit, Berlin, 20-21.Apr.16

Join me at Singularity University’s first Germany Summit, Berlin, 20-21.Apr.16

On April 20-21, 2016, Singularity University, the most innovative and forward-looking institution, has chosen to host their SingularityU Germany Summit in Berlin—one of the most vibrant cities in the world. SingularityU Germany Summit is a local Chapter and community organization of Singularity University. It is one of the largest two-day events in Europe aimed at bringing awareness about exponential technologies and their impact on business and policy to thought leaders and executives from breakthrough companies.

What can you expect at SingularityU Germany Summit?

Leading experts from the global high-tech community will present the latest trends and cutting-edge developments in Mobility, Organization, Manufacturing, Artificial Intelligence, Computing, Robotics, 3D Printing, Machine Learning and Design Thinking. Together we strive to inspire and empower European leaders and influencers in using exponential technologies to solve today’s most pressing issues. SingularityU Germany Summit is an ideal platform to network for both alumni as well as first time attendees, leaders, government representatives, entrepreneurs, investors, NGOs.

500 attendees ranging from CEOs to young innovators from across the globe are expected to attend the event. Together we will explore issues such as: How can technological evolution be transformed into a sustainable and value-based growth for any industry? What ethical standards and responsibilities do global leaders have to account for?

 

 

 

 

Join Masterclass webinar: “Beyond-the-Pill” Disruptive Innovation within Pharma, Feb. 23, 2016

The pharmaceutical industry struggles with the fundamental changes of the healthcare systems worldwide. For many reasons, the traditional mindset and business models of the past are failing today. New approaches are needed for innovation “beyond the pill” to stay profitable and ahead of competitors.

But how to change a large organization bottom up and from within?

Sign up for the Masterclass: “Beyond-the-Pill” Disruptive Innovation within the Pharmaceutical Industry webinar hosted by the Intrapreneurship Conference at 5-7pm CET (11am-1pm ET) on February 23, 2016!

Intrapreneurship Conference

Why?  The pharmaceutical industry struggles with the fundamental changes of the healthcare systems worldwide. For many reasons, the traditional mindset and the business models of the past are failing. New approaches are needed for innovation “beyond the pill” to stay profitable and ahead of competitors.

But how to change a large organization bottom up and from within?

This session offers you a unique birds-eye and worms-eye view on pharma innovation and its shortcomings under the current paradigm, before diving into real-life case studies of intrapreneuring, disruptive transformation and strategic innovations within and beyond a Global FORTUNE 500 pharma company.

Join this masterclass and learn on how to bring intrapreneuring and transformation to life in a large pharma company.

Take my Intrapreneuring workshop at ePharma Summit! NYC, 24-Feb-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

When:     Tuesday, February 24, 2015 at 1:30PM
Where:    New York Hilton Midtown, 1335 Avenue of Americas, New York, NY 10019
Sign up using the discount code XP2006SPKSK and save 15% off the standard registration rates!

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.

  • Frame your idea for a successful pitch
  • Create a compelling business case that resonates with senior management
  • Break through the red tape: navigating around internal barriers and finding allies

 

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:

  • Discover how innovations such as wearables, mHealth apps and nano technology impact health and patient care and what the best plays are for an integrated marketing campaign.
  • Learn how to pitch your entrepreneur product to a venture capitalist. Highlights include a checklist for sellers to address the needs of users.
  • Hear out-of-industry case studies from retail and publishing highlighting the success of using digital and traditional mediums.

 

Join me at the 5th Annual Pharma PPM Toolbox in Basel/Switzerland, Mar. 6, 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”

  • How to overcome innovation hurdles in large organizations
  • How to build an entrepreneurial culture within your company to respond to change quickly
  • Measuring success beyond money – behavior change for best practices and boosting ROI

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.

  • Innovation Barriers and Assessment
  • Becoming an Intrapreneur
  • Resistance, Sponsor and Team
  • Prototyping, Pitching and Investor Insights
  • Implementation considerations

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.

Eyeforpharma interview “Taking the entrepreneurial approach”

Read this insightful “Taking the entrepreneurial approach” interview conducted by Eyeforpharma on the impact of hierarchy and how executive mindset inhibits adapting to the rapidly changing commercial landscape.  It outlines how “intrapreneurs” and internal “angel investors” can get large, mature organizations moving again!

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.

‘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.

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.

“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.

“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.

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):