Repasa los 5 componentes de la caja de herramientas de la Liga de los Intraemprendedores, de la mano de sus autores para convertirte en un Intraemprendedor Social

2. INTRA
PRENEUR
— SHIP
Designed by Cria Global, Liga OP and Impact Hub

3. CHECK IN:
DYNAMIC

4. GAME CHANGERS
The Future of Business
A global network of
connected communities
with the goal of enabling
businesses and projects
collaboratively.
Free Webinar about what is
intrapreneurship and how large
companies are innovating and
creating new growth platforms and
better leveraging the momentum of
their intrapreneurs.

5. A strategic and educational
consultancy that helps
organizations design
businesses promoting
innovation, shared value
and intrapreneurship.
Network of intrapreneurs from
various sectors and organizations,
change agents in the form
of doing business.
40 people - 25 companies

6. WE LIVE IN
TIMES OF HIGH
UNCERTAINTY
AND RAPID
CHANGES

7. Technology is growing
exponentially and
THE NEXT
100 YEARS
WILL BE WORTH
OVER 20.000

8. 9.5 BILLION The global population will reach
in 2050

9. WE ALREADY USE
1.5 TIMES MORE
RESOURCES
than nature regenerates annually

10. We are the
ONLY SPECIES
generating waste

11. ON AVERAGE,
THE WORLD BECAME
LESS HAPPY IN THE
LAST 30 YEARS
Health, education and
income have the greatest
impact on satisfaction

12. The current model
of capitalism is
BESIEGED
We need to rethink the
FUTURE OF
BUSINESS

13. FRAGMENTED
VISION

14. FRAGMENTED
VISION

15. INNOVATION in a new way
Assemble things

16. CREATIVE CHALLENGE

23. WHAT IS THE
DIAMETER
OF EARTH?
a)
13.000 km
b) 42.000 km
c)
125.000 km
d) 500.000 km

24. a)
13.000 km
b) 42.000 km
c)
125.000 km
d) 500.000 km
WHAT IS THE
DIAMETER
OF EARTH?

28. WHY
IS IT RELEVANT?

29. 75%
of the 500 largest
companies in the
world in 2020
do not yet exist *
* Fonte: Capitalismo na encruzilhada, Stuart Hart

30. WHAT HAPPENS IF YOU
DON’T INNOVATE?

31. HOW DO SOCIAL CHALLENGES
AFFECT YOUR BUSINESS?

32. ARE YOU ATTRACTING AND
RETAINING THE BEST TALENT?
The new
generation seeks:
• liberty, autonomy, freedom
• quality of life
• less is more
• well being
• invest in their own learning in
education and international
experiences
• seek meaning and spark in life

34. AUTONOMY
MAESTRY
PURPOSE

35. FUTURE
OF BUSINESS
• Global Connectedness but street wise
- locally embedded
• Shared value in its core
- purpose, impact, ecosystem builder
• Innovation through collaboration
- open architectures, diversity, innovation
from the edges, explores the pockets of
innovation that already exist
• People driven
- leadership, talent, activates the best
people and the best in people
• Beyond strategy, they build cultures to
cultivate entrepreneurial and innovative
way of being

36. WHAT IS
INTRAPRENEURSHIP?

37. INTRAPRENEURSHIP
MODEL
Challenges as boost for innovation
Individual
Characteristics
Intrapre
Organisation's Internal
neurship Environment
Innovation
External
Partners
Individual
Results
Social
Impact
Results For
The Company
Individual
Comparison
Comparison Between Companies And Sectors

38. INTRAPRENEURSHIP TRANSLATE CHALLENGES
INTO BUSINESS OPPORTUNITIES.
Market
Pressure
Points
The Social
Challenges
The People
Challenge
Intrapreneurs
see things
differently.
HOW?

40. SOCIAL CHALLENGE:
• Only 20% of the population in
Kenya had access to bank
services
INNOVATION:
• M-Pesa: A mobile bank system.
Nick Hughes and Susie Lonie
are successful today in this
sector
IMPACT:
• 17 million new clients, R$47
million transactions per day

41. SOCIAL CHALLENGE:
• Tsunamis affecting millions of
people
INNOVATION:
• Life, Health, Housing and
Accidents Microinsurance
IMPACT:
• Millions of new clients

42. SOCIAL CHALLENGE:
• High unemployment among
young people to find their first
job
INNOVATION:
• Space of learning and sharing
for young people:
entrepreneurship, design,
logistcs and capabilities for
the work
IMPACT:
• Lots of new people working on
the value chain of Coca-Cola

43. SUSTAINABILITY IN INSURANCE -
A STRATEGY FOR GROWTH AND PERPETUITY
Start
Growth
Maturity
Growth
Crisis
New Growth
Platform
Business
Reorganisation
Bankruptcy

44. INTRAPRENEURS
CHARACTERISTICS
• Curious, wrestles
• Purpose driven
• Understand the core of the
business
• Persistent and ambitious
• Collaborative and recruiters
• Proactive and creative
• Activate mentors
• To them, the company is a tool
to realize their ambitions

45. THE INTRAPRENEURS
JOURNEY

46. THE INTRAPRENEURS
JOURNEY
INSPIRA
-TION

47. THE INTRAPRENEURS
JOURNEY
INSPIRA
-TION
DESIGN

48. THE INTRAPRENEURS
JOURNEY
INSPIRA
-TION
DESIGN
LIFT

49. THE INTRAPRENEURS
JOURNEY
INSPIRA
-TION
DESIGN
LIFT
PROTO
-TYPE

50. THE INTRAPRENEURS
JOURNEY
INSPIRA
-TION
DESIGN
LIFT
PROTO
-TYPE
SCALE

51. CULTURE OF
INNOVATION
THROUGH
INTRAPRENEURSHIP

53. DIALOGUE

54. DIALOGUE
AUTONOMY

55. DIALOGUE
AUTONOMY
CALCULATED RISK

56. DIALOGUE
AUTONOMY
CALCULATED RISK
IDEAS FIRST, BUT THEY
ARE NOT ENOUGH

57. DIALOGUE
AUTONOMY
CALCULATED RISK
IDEAS FIRST, BUT THEY
ARE NOT ENOUGH
STARTUP THINKING

58. ANY
DOUBTS?
?

59. MY
ACTIONS
MY
PROFILE
MY ENVIRONMENT

60. ORGANIZATIONAL
ENVIROMENT

61. POCKETS OF INTRAPRENEURSHIP
SPLIT INTO GROUPS
OF 2 AND INTERVIEW EACH OTHER.
Where do I see, perceive pockets of
Intrapreneurship aspects in my company?
20 MINS.

62. PRESENTATION
HOW DO YOUR COMPANY, IN
RELATION TO THIS INTREPRENEURIAL
ENVIRONMENT, LOOK LIKE?
10 MINS.

63. AT WHICH STAGE OF DEVELOPMENT
IS MY COMPANY?
SLEEPING
GIANT
"Wake Up!"
UNDERCOVER
GUERRILLA
"Get Official!"
JUST
TALK
"Make it Happen!"
POTENTIAL GAME
CHANGER
"Master and Scale"

64. BIGGEST CHALLENGES / ACTIONS
SLEEPING GIANT
"Wake Up!"
•Raising awareness
•Bring Sense of emergency
•Show what others (leaders) are doing
•Getting people out to see other things

65. BIGGEST CHALLENGES / ACTIONS
UNDERCOVER
GUERRILLA
"Get Official!"
•How to involve / engage senior management?
•Create opportunities / involve management
talk more on the subject
•Identify within the top management who can make that
change (gateway)
•Map and give visibility and support for initiatives

66. BIGGEST CHALLENGES / ACTIONS
JUST TALK
"Make it Happen!"
•Make it Happen
•Get in Planning
•Commitment, money and time
•Commercial Director must find interesting
•Try to link the initiative with a known need (connected to
mainstream business)
•Learn from who did it (go deep)

67. BIGGEST CHALLENGES / ACTIONS
POTENTIAL GAME
CHANGER
"Master and Scale"
•How the initiative connects to the core business?
•Commercially Viable (look for alternative ways to fund it)
•Make the Initiatives sustainable and relevant to the
companies
•Make projects that have already happened scalable
•Put into practice other projects (or have space project was
one shot?)
•Do not settle, connect with others who are in the same sphere

68. OPPORTUNITIES AROUND WHERE YOU ARE
PARTICIPANTS MOVE TO ANOTHER TABLE
•What opportunities emerge from
that level my company is in?
•What is the culture?
•What are the aspects that are enabling
factor and what are the blockers. Are the
founders an inspiration as enablers?
XX MINS.

69. MY
PROFILE

70. WHAT ROLE DO I PLAY?
THINKER DOER ENGAGER
• writes
• conceptualizes (has
to be bulletproof)
• systematizes
• prepares
• talks well with top
management
• rational
• safe
• ideas well structured
• puts resources
• finds money
• doesn't ask for permission
• courage to make things
happen
• only happy when see
things happening
• no convincing others
• he prefers to do it then to
study how its done
• talks about what he
already made
• speed to get things done
• makes connections
• risk free
• can see connections
• conversation very
• know what's going on in
the company
• knows people
• knows moments/timing
of things
• knows how to accomodate
issues inside the big
corporate calendar

71. THINKER, DOER, ENGAGER
WHAT IS YOUR PROFILE AND
YOUR ROLE IN DRIVING
INTRAPRENEURIALLY INITIATIVES?
•Each profile meets with their peers.
•Show, the best of each profile
and it’s profile
30 MINS.

72. MY
ACTION STEPS

73. MY ACTION STEPS
Join with your peers (3 of each archetype)
• What are the possible actions they could
do in their companies?
• Who are the other two (complementary
archetypes) within your company?
30 MINS.
Connect WHO YOU ARE with
WHAT HAS TO BE DONE in your company

74. MY ACTION STEPS
• Each person with your own company peers
• Which Change Initiave that you are envolve with has
the innovation to drive change?
• What are 3 action steps the participants can take
based on the environment and my profile / qualities.
• How could their initiative be a change agent tool?
30 MINS.
Connect WHO YOU ARE with
WHAT HAS TO BE DONE in your company

75. STAKEHOLDER MAPPING
• Mapping stakeholders: who are the people influence
your decisions and how are they relation to your
project, and its an assessment tool.
• It can be used as action map. I want this guy to shift
from here to there for example.
20 MINS.

76. MY
LEARNING
COMMUNITY

77. • Peer learning communities and across organization.
• Startup kit for circles.
• Role of Impact Hubs as host for circles and activities.

78. IMAGINAL CELLS

79. THE 80/20 PRINCIPLE:
a small percentage of the population
does most of the work
Malcolm Gladwell
The Tipping Point: How Little Things Can Make a Big Difference

80. "WHEN THE
NUMBER
INCREASES
BEYOND 10%,
THE IDEA SPREADS
LIKE FLAME"
SCNARC Director Boleslaw Szymanski, the
Claire and Roland Schmitt Distinguished
Professor at Rensselaer

81. 3 KEY MESSAGES

82. imagem da alavanca que
representa o
intraempreendedorismo
(Qual é essa imagem?)

83. CHECK OUT:
FEEDBACK

84. THANK
YOU!
luciana@criaglobal
pablo.handl@impacthub.net