3. Intrapreneurship: A winning innovation
strategy through employee empowerment
Juan- Jose Juan
Global Head of Enterprise Innovation
Vodafone Global Enterprise
4. Intrapreneurship
Real life cases – Testimonies from
intrapreneurs and enablers
Session moderated by
Raf Weverbergh
Managing Partner
FINN
6. Intrapreneurship is about attitude
Ville Peltola, ‘Serial Intrapreneur’
Innovation Director IBM Finland, CTO Office Europe
7. IBM 'Kasvuhuone’
Fast prototypes, demos, mockups
that help close existing deals or
open new ones. Accelerate new
technologies.
Idea
Prototype
Innovation
kasvuhuone = growth room
kasvihuone = green house
9. 1. Come to work each day willing to be
fired
2. Circumvent any orders aimed at
stopping your dream
3. Do any job needed to make your
project work, regardless of your job
description
4. Find people to help you
5. Follow your intuition about the people
you choose, and work only with the
best
6. Work underground as long as you
can – publicity triggers the
corporate immune system
7. Never bet on a race unless you are
running in it
8. Remember, it is easier to ask for
forgiveness than for permission
9. Be true to your goals, but be realistic
about the ways to achieve them
10. Honor your sponsors
10. BBVA
“A New era, a new mindset: changing
the bank from within”
Antoni Ballabriga
Head of Corporate Responsibility & Reputation
BBVA
11. Rebuilding trust &
reputation from
within
Responsible business: strategic driver & cultural change
Antoni Ballabriga. Head of Corporate Responsibility & Reputation
Intrapreneur Conference. Barcelona. 11 December 2013
12. A new era for
banking industry
Nothing will remain as it was …
2
13. What's happening today?
1.Financial activity is undergoing a radical loss of its social
legitimacy. This is a permanent global loss and is
combined with a growing demand for responsibility.
2.Regulatory pressure is increasing in the sector,
particularly in issues related to customer protections.
3.The dignity of our work is being questioned, which
undermines the pride of belonging and limits our potential
to become the world's best global bank.
3
16. Lo que sabemos muy bien:
Cuántos
Cuántos
Cuántos
Cuántos
…
euros
euros
euros
euros
ganamos
tenemos prestado en hipotecas
nos deja cada cliente (estamos en ello)
nos cuesta la financiación
17. Lo que no sabemos ni tenemos
en cuenta en el día a día:
Cuántas
Cuántas
Cuántas
Cuántas
…
PERSONAS
PERSONAS
PERSONAS
PERSONAS
viven en viviendas que financiamos
trabajan en empresas financiadas
viven de nuestros dividendos
dependen de BBVA en el mundo
18. Responsible Business & customers/society
The pyramid of
credibility
Our
WORLD
Responsibility
as a COMPANY
Responsibility with your
COMMUNITY
Responsibility with your
STAFF
Responsibility with your
CLIENT (PERSON)
Clarity & Transparency
Core fundamentals
8
19. Responsible business & management team
2
1
Long term
orientation
•
•
•
Stable and perdurable
relationships
Avoid the shot term
opportunism
Linking compensation &
long term goals
3
Commitment with
the impact and
development
Balanced relationship
with our customers
• No asymmetry
• Honesty, fair
trade, plan
language
• Responsible
product design,
good commercial
practices
•
Impact in people’s lives,
in SMEs, local
communities and
country development
Promoting a cultural change that puts people at the core of
our business
9
20. A core theme in Management Meeting
… and clear support from top management
(Responsible Business Committee)
10
22. Tactics for social intrapreneurship
Translate
Customer centricity has to include
“people centricity”
CRR must translate which is the impact
in people lives of our products &
services
CRR must translate the social relevant
insights and assist other areas to
include them into their day to day
calculus
12
23. Tactics for social intrapreneurship
Incubate
CRR practitioners recognizes that
change can’t be orchestrated from their
office alone. Budget limitations, limits
to formal authority, etc.
The job is to connect, break silos &
incubate a network of internal allies
(social intrapreneurs) that are
motivated to integrate the collective
social intelligence into the planning and
decision making functions
13
24. Tactics for social intrapreneurship
Acculturate
Finally, new CRR practitioners also
need to craft an overall
organizational narrative, as
shared story about how de
company incorporates its social
responsibilities into all decision
making
CRR directors must move the
company from “shared value” to
“shared values”
14
26. Where we are now?
Spreading the
“virus”
Momentum Project, a program to help
social entrepreneurs to grow & scale. An
action learning & a platform for mentoring
(10% of managers involved in 2015)
Incubating
high impact
projects
Yo Soy Empleo, Mortgage Customer
Protection Plan, some programs linked to
business and with high social impact
Defining how
to scale the
“movement”
Social Intrapreneurship PMO: project
strategic alignment and selling process,
getting resources, accountability, visibility
and recognition…
16
27. Rebuilding trust &
reputation from
within
Responsible business: strategic driver & cultural change
Antoni Ballabriga. Head of Corporate Responsibility & Reputation
Intrapreneur Conference. Barcelona. 11 December 2013
28. Enel & Endesa
“Fostering a culture of innovation”
Ismael Pulido
Innovation Management
Endesa S.A.
29. Endesa
2013 | 12 | 11
Enel & Endesa: fostering a culture of
innovation
Employees’ ideas and innovation – EIDOS MARKET
Juan Garrigosa
Juan.garrigosa@endesa.es
@juan_garrigosa
30. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
CORPORATE CULTURE
THE EXPERIMENT OF THE MONKEYS AND THE BANANA IN THE CAGE.
The danger of culture is that it is invisible.
Culture is just everything we do
without thinking,
everything we do automatically and
that we may not know where we
have learned.
It is everything that seems usual
and logical.
It is a framework that tells us what is appropriate
and what is not.
Cultura de innovación
Culture of innovation
2
31. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
PROVIDING THE INNOVATION
Creativity
INDIVIDUAL
Innovative
Organization
Culture
GROUP
Cultura de innovación
Culture of innovation
3
32. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
Eidos Market
2
How can I get
MORE & BETTER
IDEAS for my
business?
1
3
How can I benefit
from the
COLLECTIVE
INTELLIGENCE of
my employees?
How do I
QUICKLY &
ECONOMICALLY
CHOOSE the best
ideas?
5
4
Is there a way of
keeping the
INNOVATION
MOMENTUM over
time?
Cultura de innovación
Culture of innovation
How do I
ENGAGE my
WORKFORCE in
the innovation
process?
4
33. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
Eidos Market
Cultura de innovación
Culture of innovation
5
34. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
Eidos Market
Cultura de innovación
Culture of innovation
6
35. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
Eidos Market
Cultura de innovación
Culture of innovation
7
36. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
EIDOS MARKET - COMUNICATION
Cultura de innovación
Culture of innovation
37. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
COMUNICATION, KEY FACTOR FOR THE ASSUMPTION OF CULTURE
COMMUNICATION
ACTION
Cultura de innovación
Culture of innovation
COMMUNICATION
ACTION
COMMUNICATION
ACTION
9
38. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
PARTICIPATION
Target audience: 22.496 participants
5.300 visitants
1.718 active
participants
(32.4% of visitants)
(23.6% of the
target)
1.891 ideas
(1.1 ideas/
active)
11.516
comments
(6.7
comments/
active)
28.177
investments
(16.4
investment/
active)
Accumulated data from the 22nd of April 2012 until the 30th of November 2013
Cultura de innovación
Culture of innovation
10
39. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
OTHER ASPECTS
CONSISTENCY
ORIENTATION TO BUSINESS
ERROR TOLERANCE
INNOVATION REWARD
Cultura de innovación
Culture of innovation
11
40. EMPLOYEES’ IDEAS AND CULTURE OF INNOVATION
Thanks
Cultura de innovación
Culture of innovation
12
41. “Este documento es propiedad de ENDESA , en consecuencia no podrá ser divulgado ni hecho público sin el consentimiento previo y por escrito de ENDESA.
Su contenido es meramente informativo por lo que no tiene naturaleza contractual ni puede hacerse uso del mismo como parte de o para interpretar contrato alguno.
ENDESA no asume ninguna responsabilidad por la información contenida en este documento, ni constituye garantía alguna implícita o explícita sobre la imparcialidad,
precisión , plenitud o corrección de la información o de las opiniones y afirmaciones que se recogen. Tampoco asume responsabilidad alguna por los daños y/o
pérdidas que pudieran causarse sobre el uso de esta información.
ENDESA no garantiza que las perspectivas contenidas en este documento se cumplirán en sus términos. Tampoco ENDESA ni ninguna de sus filiales tienen la
intención de actualizar tales estimaciones, previsiones y objetivos que pudieran derivarse de este documento excepto que otra cosa sea requerida por ley”.
Cultura de innovación
Culture of innovation
43. “Team-intrapreneurship, empowering employees to create”
How team work and co-operative environments are key
elements to foster and lead in-company innovation
IÑIGO BLANCO (@INIGOFUNKY)
GLOBAL INTRAPRENEURSHIP CONFERENCE
Barcelona - DEC 11th
47. ROLES, LEADERSHIP & LEARNING
BY DOING (AND FROM MISTAKES!)
INTRAPRENEURIAL
TEAM
2. TEAM
WHY
HOW
WHAT
INNOVATIVE ROIS & KPIS
START FROM THE WHY
& SHARED VISION
48. SOCIAL INNOVATION LABS - Impact HUB
SOCIAL INNOVATION
ECOSYSTEM
3. COMPANY
LEARNING COMPANIES
- RADICAL EDUCATION-
“CHANGEMAKER” COMPANIES
- OPEN INNOVATION -
59. Programas en marcha:
Oficial European Bachelour degree On Entrepereneurial Leadership & Innova<on
Irun / Ona) / Madrid / Amsterdam / Bilbao
Interna<onal Master on Intrapreneurship & Open Innova<on
Ona) / Irun / Zaragoza / Bilbao / Shanghai / Pune / Amsterdam / San Francisco / Finland
Basic Entrepreneurial Innovator professional program
Ermua / Leioa /
Team Mastery Trainning
Iberia (Spain, Portugal) and Asia (Thailand, China, India and South Korea)
60. September 2013
CAMPUS: Irun, Oñati, Bilbao, Madrid, Amsterdam.
360
24
team-entrepreneurs
team-companies
59
10
40
innovation leaders
new-companies
45
intrapreneurialprojects
4
un-employeed people regions impacted
joined
62
team-coaches trained
66. Social Intrapreneurship: How Business
Innovators are helping to build a
more sustainable world
Dr. David Grayson
Director of the Doughty Centre for Corporate Responsibility
Cranfield School of Management
67. Professor David Grayson, 11th December 2013
Social Intrapreneurship: How Business Innovators
are helping to build a more sustainable world
68. Social
Intrapreneurs
people within a large corporation who take direct initiative
for innovations which address social or environmental
challenges whilst also creating commercial value for the
company
69. • Social Innovation: new strategies, concepts, ideas
and organizations that meet social needs.
• Corporate Social Innovation: companies linking
innovation with sustainability to obtain success
in the market, while also achieving
environmental, social, and governance (ESG)
goals
• Company-led
• Individuals
74. Enabling environment
• Cultivate 'cafe culture’
• Humanise organisation (egalitarianism,
generosity)
• Account for social environmental, as well as
economic, value you create
• Network inside & outside your organisation
• Grow people into leadership roles
• Experiment
• Strategise to achieve sustainable business &
societal goals
75. “In areas where
big breakthroughs
are needed, we
must step up joint
working with
others.”
76.
77. Launch of European Social Intrapreneurship
Programme
Jan Noterdaeme
Stephanie Schmidt
Markus Hipp
Senior Advisor on External
Relations
Director
Executive Director
Ashoka Full Economic
Citizenship
BMW Foundation
CSR Europe
79. BMW Foundation
Key Areas
• Responsible Leadership
• Venture Philanthropy
• Pro Bono
• Social Entrepreneurship
• International Relations
• Political Participation
• Social Intrapreneurship
• Strong Intermediaries
80. CSR Europe
• 70 multinational companies:
• 5000 enterprises across EU:
81. For impact, Collaboration is required
Support
companies
Support
Intrapreneurs
Scale up with EU
Best Practice
Exchange
Award
EU CSR Strategy
2015-18
Network of
intrapreneurs
EU Platform for
Business in
Development
Assessment
Tool
Road Show
82. Launch of European Social Intrapreneurship
Programme
Jan Noterdaeme
Stephanie Schmidt
Markus Hipp
Senior Advisor on External
Relations
Director
Executive Director
Ashoka Full Economic
Citizenship
BMW Foundation
CSR Europe
83. Social Intrapreneurship
Real life cases – Testimonies from
companies and experts
Session moderated by
Maggie De Pree
Co-Founder
The Human Agency
84. Allianz
“Disruptive Innovators from the Inside:
Can Social Intrapreneurs Change the
Course of Corporate Action?”
Michael Anthony
Head of Emerging Markets Development
Allianz Reinsurance
http://prezi.com/sgwgbeckpep/?utm_campaign=share&utm_medium=copy
85. Danone
“Beyond the walls of the company: taking
care of its Ecosystem”
Esther Sarsa Ezquerra
Sustainable Development Manager
Danone
88. WHAT IS OUR MISSION ?
A dotation
of 100M€
in
2009
Jobs creation
Income generation
Competencies developed
Capabilities creation
OPERATE
DIFFERENCIATE
CONNECT
Fund and co-create local socio-economic capabilitites through
inclusive partnerships that reinforce Danone ecosystem and
contribute to common interest
Health
(well growing, well ageing, nutrition education)
Environment
(recycling, sustainable agriculture, impluvium management)
Territory development
Women empowerment
89. WHAT ARE THE CRITERIA FOR A PROJECT TO BE SUPPORTED?
There are 5 main eligibility criteria
Be allocated with dedicated human resources
Be jointly created with a not-for-profit organisation
(NGO for example)
Be replicable and/or scalable
Create economic and social value inside Danone’s ecosystem
Be initiated by a Danone CBU and integrated
within the business strategy
90. WHAT KIND OF PROJECTS DO WE WORK ON ?
Our initiatives are split into 5 clusters corresponding
to the different steps of the Danone value chain.
CARING SERVICES
MICRO-DISTRIBUTION
NEW
DISTRIBUTION
CHANNELS
PROFESSIONNAL
INCLUSION
CONNEXION
TO HEALTH CARE
PROFESSIONALS
SKILLED
CARERS
RECYCLING
ACCESS
TO RECYCLED
MATERIAL
BETTER PAID
AND
RECOGNIZED
WASTEPICKERS
LOCAL DEVELOPMENT
SOURCING
COMPANY
REPUTATION
STRONGER
TERRITORY
STRENGTHENED
MILK
SOURCING
EMPOWERED
DAIRY
FARMERS
91. BUSINESS VALUE CREATION : A HOLISTIC PERFORMANCE
1. Secure sourcing &
Licence to operate
2. Topline growth
3. Employees engagement
4. Company reputation
5. Brand equity
6. Social capital &
Socially Responsible Investment
94. Danone Ambassadors Program
A social cause, the solution of a business issue
Thanks to Escuela Ana Bella, Social School for Women Empowerment, we
have achieved to:
• To source the market with high-profile and well-trained hostesses: more training
and refueling sessions at the school.
• To increase credibility through closer shopper profile hostess: same age, concerns,
household experience and neighborhood.
• To decrease rotation and absenteeism which was very high with committed hostess
who value the job opportunity. More than 90% decrease in rotation and
absenteeism.
Commitment
A valuable opportunity
for them
High Profile
Intense and holistic
training
Social &
Business
Credibility
Closer to Shopper Profile
Low Rotation
Job is key for having a
new life with
independence
