The Future of Work | Intrapreneurship
Oct 31, 2014
The Future of Work | Intrapreneurship
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.
How do we work on employee engagement?
How to turn your employees into intrapreneurs?
Employee expectations |
That engagement is necessary for your organization and its drivers are the main expectations of employees...
PassionCreativiyInitiativeIntellect
DiligenceObedience
Enga
ged
Pres
ent
— Gary Hamel - Webinar July 2011
Employers expectations |
A key emerging trend in the new Connected Enterprise is treating employees as an asset and thus as an internal customer and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them, will gain a competitive advantage in retaining key talent. Because the current “social media generation” is used to working with tools that are increasingly social and collaborative, the ability to foster that type of work environment — while still satisfying privacy and security concerns — is key to engagement in the workplace.
— Yammer Blog - November 21, 2011
Empowerment |
A key emerging trend in the new Connected Enterprise is treating employees as an asset and thus as an internal customer and stakeholder — from both: an IT and HR perspective. Organizations that recognize that by empowering employees to achieve instead of impeding them, will gain a competitive advantage in retaining key talent. Because the current “social media generation” is used to working with tools that are increasingly social and collaborative, the ability to foster that type of work environment — while still satisfying privacy and security concerns — is key to engagement in the workplace.
— Yammer Blog - November 21, 2011
Empowerment |
Impact on Engagement2009 — 2010Source: SD Worx – Engagement Study 2009/2010 ©
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Engagement |
Impact on Engagement2009 — 2010Source: SD Worx – Engagement Study 2009/2010 ©
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Engagement |
Turn your employees into intrapreneurs who initiate change
(Re)vitalising HR
Employee Value
Org
anis
atio
nal V
alue
Inflexible people
Agile people
Initiative people
Transforming HR
Make your employees agile to cope with changes
Step 1
Step 2
Embedding change |
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.
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 efficient at scale, not to address the ways humans work best.— The Management 2.0 Challenge: How will YOU Reinvent Management in Your Organization?—HBR
Social Business |
Culture |
Only 6% of the employees find their company’s culture innovative whereas 80% find themselves innovative
Intrapreneurship |Structures giving freedomProcesses fostering autonomyCulture of collaboration
Potential elements Phenomenon Outcomes (performance)
MGMT Activities & Organisational culture
Organisational setting
Skills & Attitudes of an employee
Venture Creation & Innovation
Strategic renewal
Customer statisfaction
Job statisfaction
Financial performance
The model of intrapreneurship — Heinonen, Jarna & Korvela, Kaisu Turku School of Economics and business Administration, Turku, Finland
Autonomy
by minimizing hierarchical structures and rules
A complete new way of organising |
Organising work matching individual strenghts and organisational objectives
Strength Based WorkdesignA complete new way of organising |
Amplifying collaboration by stimulating dialogue, interaction and knowledge sharing
CollaborationA complete new way of organising |
Strong hierarchy
Top - down
VIP leaders club
No hierarchy
Collaboration
Leadership by all
more & more co-workers
with leadership
competences needed} }Leadership |
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
Social Architects
— What roles are still too few in your organization for optimal performance?
Leadership |
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
Social Architects
— What roles are still too few in your organization for optimal performance?
Building teams, Optimising collaboration, Using participative decision-making, managing conflict
Leadership |
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
Social Architects
Living with change, Thinking creatively, Creating change
— What roles are still too few in your organization for optimal performance?
Leadership |
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
Social Architects
Understanding self and others, Communicating effectively, Developing subordinates
— What roles are still too few in your organization for optimal performance?
Leadership |
0 15 30 45 60
Stimulator
Innovator
Mentor
Pilot
Mediator
Coordinator
Productor
Controller
None
Social Architects
Visioning, Planning and goal-setting, Designing and organising, Delegating effectively
— What roles are still too few in your organization for optimal performance?
Leadership |
PersonalLeadership
InterpersonalLeadership
TeamLeadership
OrganizationalLeadership
Attitude Roles
Pilot
Innovator
Stimulator
Mentor
Visionary
Intrapreneurial
Engaged
Accountable
Open-minded
Agile
Empathic
Collaborative
Inspiring
Leadership |
Attitude
Stimulator
Mentor
Innovator
Attitude
Stimulator
OtherAttitude
Stimulator
Innovator
Pilot
Attitude Roles
Pilot
Innovator
Stimulator
Mentor
Visionary
Intrapreneurial
Engaged
Accountable
Open-minded
Agile
Empathic
Collaborative
Inspiring
Leadership |
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 conflict.
WIIFM |
Looking at / for opportunities Listening for my customers, colleagues, partnersActively collaborateBe a red monkey / search red monkeys...
Integrate in HR processes |
A Merely doing what is expected, come not proactive. Identifies any opportunities
in the market.
B Identify opportunities especially in the market for existing products / services
and also carry on.
C Observes market opportunities and also detects new products / services. Plays
focused on these opportunities and goes mainly to the short-term perspective.
D Looking for opportunities in the market, taking action and anticipating short and
medium term. Makes proposals for new products / services.
E Anticipates potential problems or trends in the market long term. Comes
spontaneously with detailed and thoughtful proposals or solutions.
ImprovementEmployee expectationsEmployers expectationsEmpowermentEngagementEmbedding changeSocial BusinessCultureIntrapreneurshipA complete new way of organisingLeadershipSocial ArchitectsRoles and attitudeTo do'sWIIFMIntegrate in HR processes
ASTD2011|
Frédéric Williquet+32 478 888 [email protected] @fredericw