2. Improvement |
The continuing involvement of employees in the
quest for continuous improvement of products
and services but also the processes that make
possible is a must have.Â
How do we wo rk on employee engagement?
How to turn yo ur employees into intrapreneurs?
4. Employers expectations |
Engaged Passion
Creativiy
Initiative
Intellect
Present
Diligence
Obedience
â Gary Hamel - Webinar July 2011
5. A key emerging trend in the ne
w Connected Empowerment |
Enterprise is treating employee
s as an asset
and thus as an internal custom
er and
stakeholder â from both: an
IT and HR
perspective. Organizations that
recognize
that by empowering employees
to achieve
instead of impeding them, Â will
gain a
competitive advantage in retain
ing key talent.
Because the current âsocial
media
generationâ is used to working
with tools
that are increasingly social an
d collaborative,
the ability to foster that type
of work
environment â while still sati
sfying privacy
and security concerns â is ke
y to
engagement in the workplace.
â Yammer Blog - November 21, 2011
6. A key emerging trend in the ne
w Connected Empowerment |
Enterprise is treating employee
s as an asset
and thus as an internal custom
er and
stakeholder â from both: an
IT and HR
perspective. Organizations that
recognize
that by empowering employees
to achieve
instead of impeding them, Â will
gain a
competitive advantage in retain
ing key talent.
Because the current âsocial
media
generationâ is used to working
with tools
that are increasingly social an
d collaborative,
the ability to foster that type
of work
environment â while still sati
sfying privacy
and security concerns â is ke
y to
engagement in the workplace.
â Yammer Blog - November 21, 2011
9. Embedding change |
Initiative
people
Organisational Value
Transforming HR
Step
Turn your employees into
Agile 2 intrapreneurs who initiate
change
people
(Re)vitalising HR
Step Make your employees agile to
1
Inflexible cope with changes
people
Employee Value
10. Social Business |
A business philosophy that emphasizes employee trust and
autonomy as an alternative to hierarchical command and control
management. Additionally, the philosophy views customers and
business partners as trusted components of the organization,
not as external constituents.
The philosophy should be supported by appropriate organizational
design, culture, business process, and technology strategies
and investments.
11. Social Business |
The model of the past is a hierarchical structure, with a
bureaucracy that runs on conformity, control, standardization, and
specialization. It was designed for large organizations to be efïŹcient
at scale, not to address the ways humans work best.
â The Management 2.0 Challenge: How will YOU Reinvent Management in Your Organization?âHBR
12. Culture |
Only 6% of the employees ïŹnd their
companyâs culture innovative
whereas 80% ïŹnd themselves innovative
13. Intrapreneurship |
Structures giving freedom
Processes fostering autonomy
Culture of collaboration
Potential elements Phenomenon Outcomes (performance)
Customer statisfaction
MGMT Activities &
Organisational culture
Venture Creation &
Innovation
Job statisfaction
Organisational setting
Strategic renewal
Skills & Attitudes of an
Financial performance
employee
The model of intrapreneurship â Heinonen, Jarna & Korvela, Kaisu Turku
School of Economics and business Administration, Turku, Finland
14. A complete new way of organising |
Autonomy
by minimizing
hierarchical structures
and rules
15. A complete new way of organising |
Strength Based Workdesign
Organising work
matching
individual strenghts and
organisational objectives
16. A complete new way of organising |
Collaboration
Amplifying
collaboration by
stimulating dialogue,
interaction and
knowledge sharing
17. Leadership |
} }
No hierarchy
Strong hierarchy
more & more
co-workers
Top - down with Collaboration
leadership
competences needed
VIP leaders club Leadership by all
18. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
â What roles are still too few in your
organization for optimal performance?
19. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Building teams,
Mentor
Optimising collaboration,
UsingPilot
participative decision-making, managing conïŹict
Mediator
Coordinator
Productor
Controller
None
â What roles are still too few in your
organization for optimal performance?
20. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Living with change,
Pilot
Thinking creatively,
Mediator
Creating change
Coordinator
Productor
Controller
None
â What roles are still too few in your
organization for optimal performance?
21. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Understanding self and others,
Mediator
Communicating effectively,
Coordinator
Developing subordinates
Productor
Controller
None
â What roles are still too few in your
organization for optimal performance?
22. Leadership |
Social Architects
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Visioning,
Planning and goal-setting,
Coordinator
Designing and organising,
Productor
Delegating effectively
Controller
None
â What roles are still too few in your
organization for optimal performance?
23. Visionary
Intrapreneurial Organizational
Leadership |
Leadership
Engaged
Team Pilot
Accountable Leadership
Open-minded Innovator
Interpersonal
Agile Leadership Stimulator
Empathic
Mentor
Collaborative
Personal
Leadership
Inspiring
Attitude Roles
24. Visionary
Intrapreneurial
Leadership |
Engaged
Stimulator
Pilot
Accountable
Attitude
Mentor
Open-minded Innovator Innovator
Stimulator
Agile
Attitude
Stimulator
Empathic
Mentor
Pilot
Collaborative Stimulator
Attitude
Inspiring
Other
Innovator
Attitude Roles
25. Turn your employees into intrapreneurs
who initiate change or innovate |
Give people enough time to work on creative ideas, but set up formal
processes to make sure those ideas go somewhere.
Encourage all your employees to contribute to the innovation dialogue.
Assemble and unleash a diverse workforce. Diverse viewpoints result in
better ideas.
Design a career path for your intrapreneurs. Look for nontraditional
ways to advance their careers.
Prepare for the pitfalls of intrapreneurship. Be prepared to deal with
failure and conïŹict.
26. WIIFM |
Looking at / for opportunities
Listening for my customers, colleagues, partners
Actively collaborate
Be a red monkey / search red monkeys
...
27. Integrate in HR processes |
t proactive. Iden tiïŹes any opportunities
Merely doing what is expected, come no
A
in the market.
oducts / services
Identify opportunities es pecially in the market for existing pr
B
and also carry on.
rvices. Plays
Observes market opportunities and also detects new products / se
ort-term perspective.
C
focused on these oppo rtunities and goes mainly to the sh
ipating short and
Looking for opportunities in the market, taking action and antic
oducts / services.
D
medium term. Makes proposals for new pr
ket long term. Comes
Anticipates pote ntial problems or trends in the mar
proposals or solutions.
E
spontane ously with detailed and thoughtful