Outside inc - is social intrapreneurship the new driver for innovation?

IS CORPORATE SOCIAL ENTREPRENEURSHIP THE NEW

DRIVER FOR INNOVATION?

CONTENT

1.  Inspire: why corporate social entrepreneurship? 2.  Learn: case of Heerema Marine Contractors and Our

Oceans Challenge 3.  Do: develop your corporate social entrepreneurship

strategy

CURRENT CHALLENGES

Growing to 9 billion world population in 2050

50% of wealth is owned by 1% of population

840 million face chronic hunger

Source:  Social  intrapreneurism  and  all  that  jazz  

60% of our eco-systems is used unsustainably

34 million people live with HIV/ AIDs

2 thirds of 1 billion illiterates are women

over 57 million of children do not go to school

only 16% internet penetration in Africa

10.5 million refugees worldwide

202 million people are unemployed (13% are under 21)

1 billion cars in the world

In 2050 70% of people will live in urban areas

energy consumption will grow 56% by 2040

IMAGINE FOR A MINUTE…

How could your company contribute in a

positive way towards solving this issue?

A NEW TYPE OF ENTREPRENEUR

?

UNIQUE PROFILE

Social intrapreneurs aim for social and environmental goals while at the same time generating profit for their employers.

CHANGING PLAYING FIELD

CHALLENGES DISRUPTIVE TECHNOLOGIES

Create markets that protect and enhance the environment Develop inclusive technology to enable all levels of society to participate Develop new circular business models saving energy and limiting waste New job creation through new inclusive business models Low cost services to urban dwellers Making use of green energy sources Support the BoP to become bankable Mc Kinsey

CSR to CSE

Operational processes

Products & services

Markets & business models

Business Value

Soci

etal

Impa

ct

A new era

THE WHY OF CORPORATE SOCIAL ENTREPRENEURSHIP

•  Impact as a driver for innovation to develop disruptive

innovations to stay ahead of competitors

•  Business: our fast changing world asks us to rethink the way

we do business and innovate to stay relevant in the future

•  Organization: need to stimulate and tap into

entrepreneurial skills and need for purpose of your

employees (generation Y)

Kuratko  et  al  2012  

THE SOCIAL INTRAPRENEUR

•  Entrepreneurial DNA

•  Persistancy and learning oriented

•  Deep knowledge of organization to gain “trust”

•  Intrinsic motivation to make a difference (often build upon

early experiences)

•  Ability to articulate how their ideas can integrate both

business and societal goals to a business audience

•  Inspiration to engage others

Kuratko  et  al  2012  

INSPIRATION & EXAMPLES

Also see: The Social Entrepreneur a field guide for corporate changemakers

PRE-CONDITIONS INTRAPRENEURSHIP

•  Top Management Support: extend of support on all levels within

the organization

•  Autonomy/Work Discretion: freedom (to fail) and delegation of

authority

•  Rewards/Reinforcement: reward system to encourage them

•  Resource/Time Availability: ensuring extra time to pursue

innovations

•  Organizational Boundaries: perception of flexible organization

boundaries

Kuratko  et  al  2012  

4 PRE-CONDITIONS TO SOCIAL INTRAPRENEURSHIP

1.  Stakeholder salience: understanding the roles and maintaining

multiple relations to pro-actively create new opportunities

2.  Social pro-activeness: search for ways to be a leader with regards

to relevant issues, instead of reactive responses

3.  Governance: mechanisms to assure managers strive to achieve

outcomes that coincide corporate social entrepreneurship goals

4.  Transparency: disclosure of performance on environmental, social

and economic levels

Kuratko  et  al  2012  

WHY – HOW - WHAT

WHY we believe in positive impact on society by developing

impact ventures outside corporate structures.

HOW we are an expert in creating cross-overs between large corporations and start-ups to solve today’s

challenges and create new business opportunities.

WHAT together with partners and clients we develop and

execute ideation, incubation and acceleration programs to re-invent traditional business and grow

impact ventures.  

JOINT DEVELOPMENT PARTICIPATION

SCOUT SPROUT SPIN 4. SCALE 3. SPIN 2. SPROUT 1. SCOUT

PROCESS

LEVERAGE POINTS FOR A SPROUTY INNOVATION ECO-SYSTEM

17

...

Government

Demand Culture

Funding Infrastructure

Invention Entrepreneurs

Governance

Collaboration

Op  basis  van  MIT  Entrepreneurship  [Bill  Aulet  ]  

Governance

Collaboration

Pitch // 01-03-13

BLUEPRINT TO CSE PROGRAM

OUR OCEANS CHALLENGE  

1.  CALL TO ACTION May - July

2. CHALLENGE EVENT August - September

3. CO-CREATION October - December

-  June 3rd: official launch: online idea generation and enrichment

-  July 18th: closing idea submittion

-  Primary selection of best business concepts

-  August 2nd: Bootcamp day for selected potential ventures

-  September 25th: OOChallenge Event: adoption of concepts by partners

-  Acceleration program for selected concepts

-  Coaching and expert input by representatives of corporate partners

-  Demo Day ACTI

VITI

ES  

For more information, please visit www.ouroceanschallenge.org

PROGRAM OVERVIEW  

Even

t 5

PROGRAM VISUALIZATION  

Kick off

Cha- llenge event

Demo Day

1. Business improvement 2. New business

ideas concepts

Pre-

sele

ctio

n

BMG

wor

ksho

p

business plans

3. CO-CREATION 2. CHALLENGE EVENT

IDEATION & ENRICHMENT

ACCELERATION PROGRAM

•  Coaching •  Expert support •  Business

development

pitches

PREPARATION EVENT VALIDATE LAUNCH

1. CALL TO ACTION

Online enrichment challenge team en experts

business concepts

MORE?

Intrapreneurship Training: kickstarting corporate social entrepreneurship

in your organization

Marieke den Nijs [email protected] www.outside-inc.nl #0643070130