This document discusses the development of professional networks in the public sector and their potential to foster innovation. It presents a case study of a young professional network founded to connect peers, develop skills, and facilitate communication between management and young employees. While initial activities focused on social and developmental events, over time the network took on more impactful roles in talent management, strategy, and regional outreach. Networks allow for flexible, horizontal connections within organizations and give intrapreneurs opportunities to champion new ideas. The key is maintaining support, communication, and a focus on both short-term membership goals and long-term organizational impacts.

1. Developing Professional
Networks
n. A person within a corporation who is given the
freedom and resources to initiate projects, business
ventures, etc.
A Case Study On Intrapreneurship In
The Public Service

2. THIS PRESENTATION WILL DELVE INTO MY
EXPERIENCE WITH INTRAPRENEURSHIP IN THE
PUBLIC SECTOR.
WE WILL DISCUSS A CASE STUDY OF THE
DEVELOPMENT OF PROFESSIONAL NETWORKS IN
THE PUBLIC SERVICE AND HOW THEY CAN RESULT
IN FURTHER INNOVATION IN THE WORKPLACE.
B
BROWN BAG LUNCH
SOME NEW IDEAS BUT
HOPEFULLY FUN AS WELL

3. The opinions expressed
in this presentation are
my own and do not
represent the view of
others in any way

4. The Problem
As organizations grow,
maintaining an innovative
culture can be a challenge
Larger size…↑ hierarchy
Intrapreneurship: bring
entrepreneurial mindsets
into large organizations

5. Background

8. How? Professional network development
Young professional
network

9. What it offers?
A chance to meet fellow
young professionals
Foster professional skill sets
Help shape the organization
that you want to see

10. Founding Principles
Peer-Support – Foster relationship
building, networking and information
sharing
Growth fostering – Assist young
professionals with developing skills and
competencies
Line of Communication –
Encourage management and
young professionals interactions
to share perspectives

11. Key Requirements
Consistent method of contact
Senior management support
Terms of reference
Short and long-term vision
Engaged membership

12. Chicken and the Egg Problem
How can a new network without a track record make
an impact while also growing a membership base?

13. Early Stage Activities: Fun but less impact
Networking/socials
Lunch and learns
Charitable runs
Photo contests
Bi-weekly newsletter
Language exchange
Build a brand

14. II) Networks: start, grow, and support
intrapreneurship
Avenue for intrapreneurship
More flexibility
Create a more horizontal
organization
Consistently communicate
Get senior management support

15. How to take the next step?
Launch event: ↑membership, executive support
Networking nights: ↑ membership
Bi-weekly newsletter
Engage partners for change
Move towards non- typical roles
Lunch & learns: build network value
Language exchange: big picture focus

16. Current Activities: Fun and more impactful
Talent management
Teambuilding
Networking
Human resources
Communications/marketing
Corporate strategy
Regional outreach
Philanthrophy
Learning & development

17. Results: How Networks Can Innovate (I)
Horizontal organization: link top
and bottom
Flexibility: move beyond traditional
activities
Communications avenue
Seat at the table on organizational
issues

18. Results: How Networks Can Innovate (II)
Core demographic data source
Re-evaluate program efficiencies
Break down boundaries
Create a greater sense of belonging & opportunity

19. Challenges
Subcommittee structure
Regional outreach
Time lags
Limited resources
Staying innovative
Maintaining the brand

20. III) Applicability across sectors and
lessons to entrepreneurs
Google’s 20% rule for employees

21. Case Studies In Intrapreneurship

22. A Focus On Millennials
50% of work population by 2020
Large organizations will change to
account for their expectations
Network development has been
tailored to this demographic

23. The Common Misperception

24. What Do Millennials Really Want?
Self-assuredness, "can-do" attitude, and
positive personal self-image
Teams
Networking
Leadership & guidance
Multi-tasking
Structure
Listen to them
Challenge & change
Technology literacy
Work-life balance
Fun, employee-centered
workplace

25. What It All Means?
Networks can build a big picture focus
Gain access to different skills sets
Better integrate your passions into your career

26. My Background Again…

27. Tips For Intrapreneurs & Entrepreneurs
Maintain communications
between levels
Stay flexible and re-tool when
necessary
Consistently communicate
Get top level support
Know your brand
Keep a short and long term focus
Outline the impact that
you want to have
Stay persistent

28. Key Takeaways
Try to understand how different parts of your
organization and the external environment
complement each other
Don’t ever doubt that your passions and your work
can’t intersect!
If you can’t figure out how to bring the two together,
step back and take a look from a new direction!

29. Things do not change,
we change.
-Henry David Thoreau