Leclerc wshop intrapreneurshipconference dec2013

CAN CORPORATE INNOVATION EVENTS BE
THE DRIVER FOR CHANGE?

How to put an intrapreneurial Bootcamp in place
within your company
Olivier Leclerc, Director Innovation & Intrapreneurship
@setolivier | #bell_labs | #alcatel_lucent
Intrapreneurship Conference - Dec 12th, 2013
COPYRIGHT © 2013 ALCATEL-LUCENT. ALL RIGHTS RESERVED.
ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION

AGENDA

• Alcatel-Lucent experience about intrapreneurship
- Motivation / Rationale
- Program details
- Key learnings – after 5 years running BootCamps -

• A systemic approach
• Moving forward – getting into action

2

ORIGINS

• Year 2004 :

‘‘There are a lot of great ideas in this company… but for many reasons these
great ideas drop off the table, so the challenge became how do we create a
culture of innovation where people feel empowered to follow through on their
ideas’’
Business Plan training for researchers but …

• Year 2006 1st BootCamp with multidisciplinary teams around research
ideas in Belgium
• Year 2008 : BootCamp concept in France open to all employees
• … and so on


Défi ENTREPRENDRE
BRINGING ENTREPRENEURSHIP INSIDE

Entrepreneurial Boot Camp
―Innovation is the responsibility
of every employee in the company‖

4

ENTREPRENEURIAL BOOT CAMP
What is it?

SPREAD, STIMULATE & CONCRETIZE
AN ENTREPRENEURIAL SPIRIT WITHIN
ALCATEL-LUCENT

OBJECTIVES

CREATE VALUE FOR ALCATEL-LUCENT
THINKING ‗OUT-OF-THE-BOX‘

PROVIDE PERSONAL DEVELOPMENT
OPPORTUNITIES FOR ALCATEL-LUCENT
EMPLOYEES
5

Inspiration
Call for Ideas: Idea Submission &
Employee Collaboration
Team Building, Dating Event
(F2F & online)
Creation of Business
Plan: training/coaching at
#locations
Pitch at local &
global final event
(MC)
Incubation
Ventures
?
6

MAKE IT A CHALLENGING ONE

LINKED TO CORPORATE STRATEGY
7


INVOLVE THE WHOLE ORGANISATION
FROM CEO …

•

Call for Ideas by CEO

•

Give on-line feedback, during employee collaboration

•

Presence at Final Event

•

Overcome silo-mentality, not invented here-syndrome

8

COLLECTING IDEAS

Web site : http://all.alcatel-lucent.com/defi-entreprendre
https://engage.alcatel-lucent.com/groups/defi-entreprendr
Follow us on Twitter

: http:twitter.comALU_Defi
9


THE ENTREPRENEURIAL BOOTCAMP
INNOVATION BOARD
INNOVATION BOARD (Selects Ideas & teams, Support participants & Act as part of Final Jury)
President : Pascal HOMSY (CEO Alcatel Lucent France)
- Hélène SALLIC (Corp. Strategy)
- Didier BERTHOUMIEUX (Bell Labs / Corp. CTO)
- Jean-Luc BEYLAT (Bell Labs)
- Philippe BAUD (Global Account Orange)
- Jérôme LE MOUEL (HR)
- Christophe BEJINA (Networks/Wireless)
- Thierry BONNIN (Enterprise)
- Laurent LE GOURRIEREC (Bell Labs / Corp. CTO)
- Caroline DIQUELOU (Corp Marketing, Strategy & Comms)
- Karine CALVET (CU France / Sales / Verticals)
- Mercedes MARTINEZ MARTIN (EMEA Application
Enablement)

-

André MECHALY (Solution & Marketing CU France )
Vincent MOREAU (Networks / Video)
Pascale THORRE (Bell Labs / Bus Modelling)
Vincent LARA (Corp. Finance)
Dominique VINCENT (Procurement & Design to Cost)

Board Secreatry : Olivier LECLERC (Bell Labs)
10

Inspiration
Call for Ideas: Idea Submission &
Employee Collaboration
Team Building, Dating Event
(F2F & online)
Creation of Business
Plan: training/coaching at
#locations
Pitch at local &
global final event
(MC)
Incubation
Ventures
?
11

THE TEAM

12

THE CAPTAIN
SCOUTING ENTREPRENEURIAL TALENT

13

INNOVATION BOARD
• Cut the red tape
• Do not try to decide based on consensus
• Projects that deserve support should be quickly expedited

INVOLVE AN EXTERNAL PARTY
• Good cop – Bad cop

• Trust
• Another view, not company-biased
• Business school, VC, Business Angel, …
14

ENTREPRENEURIAL BOOTCAMP
'ACTIVE' PHASE
Intensive learning program in partnership with topranked French business school
MODULE 1 (2,5 days)
• Entrepreneurship essentials
• Legal aspects
• Entrepreneurial strategy

MODULE 2 (2,5 days)
• Innovation, Creativity
• Workshop Business Plan
review

Support for the project team by ULYSSCO
• Team coaching by entrepreneurs; one coach by team.
• Active participation during all the process
Internal support
• Individual training in eLearning, Training on intellectual
property aspects
• Internal mentoring by alumini, Club Défi…
15

FACE-TO-FACE IS KEY

PROCESS
16

CREATING THE BUSINESS PLAN
customer value
curves
business model
format

competitive arena
value chain

technology
evolution path

value proposition

go to market strategy

earnings model
cash curve

I

business
model

business model
roadmap

business
case

financial roadmap

II

action/work plan
(short/medium term)

IV

Business Opportunity Plan

III

team &
competencies
roadmap

team
profile

rollout
plan

mile stone planning

team roles
are you an entrepreneur?
alliance/cooperation profile
competencies profiles
& gap analysis

Time to Market/Time to Profit
path for validating assumptions

17

FINAL EVENT

18

THE ENTREPRENEURIAL BOOT CAMP
OVERVIEW - THE 4 MAIN STEPS

How does
it work?

Innovation Board (management ALU)
Selection de 7 teams
of 4 people

Information
Selection of 15 idées

Expression
of Ideas

4

Identification
of Mentors

Connect
Ideas &
People

‘Final Event’

Development
of Business
Plan*

Jury =
Innovation Board
& ‘external’ investors

Recommendation to
incubate (or not)

Projet
BD

Ideas

* With ESCP Europe
Business School +
Coaching of teams by
serial Entrepreneurs
Idea Owner
People
(ALU employees)

1

Training
"ENTREPRENDRE"

‘Dating Event’

2

3
3

19

Venture
Externe

Focus on Implementation
and Business Development
- prototype
- customer interest
- market validation

KEEP INNOVATING THE INNOVATION PROCESS

EMEA BOOT CAMP

20

INNOVATION FUND
CREATED SEPT 2009

Recommendation to
incubate (or not)

As to :
-- Buy equipment + pay for service
(POC)
-- Allow / enable some team
members to work 100% of their time
on the project for a limited and
defined period
=> Help concretize the proposition

Eligible projects are high-rated
ones after BC

21

SOME KEY SUCCESSES
MOSAR became Alcatel-Lucent ‘Alternative
Energy Program’

Energy-autonomous wireless base station
MOSAR

Commercial contracts (M€)

Augmented Reality services (for smartphones)
funded by Innovation Fund from Jan til Dec 2010
Transferred to
, an Alcatel-Lucent company on Jan
2011
Commercial contracts (hundreds k€)
Service for Smart Sharing and Enrichment of Videos
Transfered to Alcatel-Lucent Entreprise – Now part of
OpenTouch Video Store product line
Gold prize at Intranet Innovation Awards 2011
22

KEY LEARNINGS
• DIVERSIFICATION OF THE PRODUCT PORTFOLIO

• FIRST REVENUES FROM THE BOOTCAMP
PROJECTS

• NEW IMAGE OF THE COMPANY

• EMPLOYEES ENGAGEMENT & CULTURE CHANGE

23

WHAT HAPPENS TO PEOPLE AFTER?

• Business as usual
• Career switch

• Leaving the company

24

RE-ENCHANTING EMPLOYEES

From lively RSA Animate (http://www.thersa.org ), adapted from Dan Pink's talk at the RSA
25

BOOTCAMPERS are ALU BUCCANEERS

Courtesy of
PHILIPPE MEDA @Merkapt
26

BOOTCAMPERS AS CHANGE AGENTS

GERD LEONHARD, MediaFuturist.com @gleonhard
27

ADDITIONAL LEARNINGS /THOUGHTS
• Set a few KEY objectives for the program
• Get full support from key executive => as to contain Company
antibodies
• Build a BPlan of your initiative
• Set and publish clear rules of engagement
• Involve external parties => they are change catalysers
- Business School

- Business Angels / VCs

• Have your leaders/sponsors live the experience => the only way to
convince them progressively and actually change culture
• Communicate !!! Keep on putting some extra energy
- Posters, Newsletters, flyers, videos
- Testimonials, specific sessions
28

ADDITIONAL LEARNINGS /THOUGHTS
• Use the system (eg. use training budget or Com budgets)
• Embark HR + other support entities (Purchasing Dpt, Legal Dpt)
- Find sponsors / supporters in each and every entity

• Valorize successes but also any other actions
- Tell the truth !

• Make the program viral
- Community management – scale it up – make it ‗sticky‘
- Use Bootcampers as ambassadors but also in other spaces / areas

• Have the initiative evolve (innovating innovation) and be complemented
- evaluate and learn from past editions
- Iteration is Key

• Manage expectations !
• Define / clarify exit options for teams
• See yourself as an intrapreneur :D
29

…. INTRAPRENEURSHIP DEALS WITH A SYSTEMIC
APPROACH
Innovation

Management

Business

Culture

Governance

People

30

EXAMPLES OF CONCRETE ACTIONS

Innovation
• Promote inititative
and gain midldle
management
support

Management

• Strategic positionning of the intrapreneurial
program
• Clarify engagement rules
• Selection of projects / criteria

Business

• Accelerate projects Go-tomarket
•Improve post program
follow-up
• Projects funding

BootCamp
Foundation
• Develop and
encourage innovative
behaviors
•Capitalize on
community

Culture

Governance

People

• Develop links with HR
• Develop competences
• Valorize talents

31

• Improve Innov Board
composition
• Optimize information &
decision processes

MOVING FORWARD
• What defines an intrapreneur ?

• What can he / they bring to your organization ?
• If you would start an intrapreneurship program, what would be the
primary focus ? Why ?
• Who would be your sponsors ? (Matrix of influence)

• Exercise:
- 3min pitch to your CEO or best sponsor

32

INTRAPRENEUR'S 10 COMMANDMENTS
BY GIFFORD PINCHOT (1985)

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
mechanism.
7. Never bet on a race unless you are running in it.
8. Remember it is easier to ask forgiveness than to ask permission.
9. Be true to your goals, but realistic about the ways to achieve them.
10. Honor your sponsors.
•Ask for advice before asking for resources.
•Express gratitude.
•Build your team; intrapreneuring is not a solo activity.
•Share credit widely.
•Keep the best interests of the company and its customers in mind, especially when you have to bend

the rules or circumvent the bureaucracy.
•Don't ask to be fired; even as you bend the rules 33
and act without permission, use all the political skill
COPYRIGHT ©
you and your sponsors can muster to — INTERNAL2013 ALCATEL-LUCENT. PURSUANT TORESERVED. INSTRUCTION making waves.
move PROPRIETARY — USE ALLforward without
the project RIGHTS COMPANY
ALCATEL-LUCENT

34

SOME (ADDITIONAL) FINAL THOUGHTS
• Ideas are useless unless used. The proof of their value is in their
implementation. Until then, they are in limbo.

• Ideas without action are worthless. Action is the foundational key to
all success.
• The creative process does not end with an idea. It only starts with an idea.
• Genius is 1% inspiration and 99% perspiration.
• There have been many fine scientists desperately trying to become poor
businessmen.
• Three factors lead to better performance and personal satisfaction:
autonomy, mastery, and purpose.

35

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