SDA Bocconi-MBA Class-October 2013
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Innovation Management | Corporate Enterprenurship | Intrapreneurship The Colt Way of delivering value from innovation.
![Ale Vigilante |
@alebyday
intrapreneurship
noun
the act of behaving like an entrepreneur while working within a large organization.
ORIGIN 1970s (originally U.S.): from intra- [within] + a shortened form of
entrepreneurship.
SDA Bocconi, 22nd October 2013
Tuesday, 22 October 2013](https://image.slidesharecdn.com/sdaoctober2013-v4-131022103816-phpapp02/85/SDA-Bocconi-MBA-Class-October-2013-1-320.jpg)
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SDA Bocconi-MBA Class-October 2013
- 1. Ale Vigilante | @alebyday intrapreneurship noun the act of behaving like an entrepreneur while working within a large organization. ORIGIN 1970s (originally U.S.): from intra- [within] + a shortened form of entrepreneurship. SDA Bocconi, 22nd October 2013 Tuesday, 22 October 2013
- 2. Tuesday, 22 October 2013
- 3. Tuesday, 22 October 2013
- 4. Tuesday, 22 October 2013
- 5. Tuesday, 22 October 2013
- 6. Tuesday, 22 October 2013
- 7. Tuesday, 22 October 2013
- 8. Tuesday, 22 October 2013
- 9. Tuesday, 22 October 2013
- 10. Tuesday, 22 October 2013
- 11. Tuesday, 22 October 2013
- 12. THE CHALLENGE HOW DO YOU EXECUTE “BE MORE INNOVATIVE”? Tuesday, 22 October 2013
- 13. INNOVATION DESIGN INNOVATION STRATEGY INNOVATION SYSTEM TALENT & CULTURE MANDATE & STRATEGY MISSION PROCESSES & TOOLS LEADERSHIP GOVERNANCE STRUCTURE & ECOSYSTEM TALENT METRICS CULTURE & CLIMATE © Tony Peck - Peck Partners Tuesday, 22 October 2013
- 14. INNOVATION DESIGN INNOVATION STRATEGY 1 INNOVATION SYSTEM TALENT & CULTURE MANDATE & STRATEGY MISSION PROCESSES & TOOLS LEADERSHIP GOVERNANCE STRUCTURE & ECOSYSTEM TALENT METRICS CULTURE & CLIMATE © Tony Peck - Peck Partners Tuesday, 22 October 2013
- 15. IT'S RISK MANAGEMENT, BABY Tuesday, 22 October 2013
- 16. IT'S RISK MANAGEMENT, BABY Tuesday, 22 October 2013
- 17. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013
- 18. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013
- 19. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013 RISK or UNCERTAINTY High
- 20. ROADMAP PRIORITIZATION High REVENUES or ROI Low Tuesday, 22 October 2013 RISK or UNCERTAINTY High
- 21. 2 Tuesday, 22 October 2013 MANDATE & STRATEGY
- 22. CLARITY Tuesday, 22 October 2013
- 23. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013
- 24. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO
- 25. CLARITY WHAT ENGINEERING THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO WHAT CORP STRATEGY THINK WE DO
- 26. CLARITY WHAT ENGINEERING THINK WE DO WHAT INTERNAL IT THINK WE DO Tuesday, 22 October 2013 WHAT SALES THINK WE DO WHAT CORP STRATEGY THINK WE DO
- 27. CLARITY WHAT ENGINEERING WHAT SALES THINK WE DO WHAT WHAT INTERNAL IT OUR MUMS THINK WE DO Tuesday, 22 October 2013 THINK WE DO THINK WE DO WHAT CORP STRATEGY THINK WE DO
- 28. CLARITY WHAT ENGINEERING WHAT SALES WHAT CORP STRATEGY THINK WE DO THINK WE DO WHAT WHAT WHAT INTERNAL IT OUR MUMS WE ACTUALLY THINK WE DO Tuesday, 22 October 2013 THINK WE DO THINK WE DO DO
- 29. 3 Tuesday, 22 October 2013 STRUCTURE & ECOSYSTEM
- 30. DEDICATED TEAM Tuesday, 22 October 2013
- 31. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
- 32. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
- 33. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
- 34. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
- 35. LOCATION INSIDE OUTSIDE WHERE IDEAS COME FROM INSIDE Tuesday, 22 October 2013 WHERE IDEAS ARE PROGRESSED OUTSIDE
- 36. 4 Tuesday, 22 October 2013 TALENT
- 37. 5 Tuesday, 22 October 2013 CULTURE & CLIMATE
- 38. Tuesday, 22 October 2013
- 39. CULTURE VS Tuesday, 22 October 2013
- 40. CULTURE VS Tuesday, 22 October 2013
- 41. CULTURE VS Tuesday, 22 October 2013
- 42. CULTURE VS Tuesday, 22 October 2013
- 43. CULTURE VS Tuesday, 22 October 2013
- 44. CULTURE VS Tuesday, 22 October 2013
- 45. CULTURE VS Tuesday, 22 October 2013
- 46. CULTURE VS Tuesday, 22 October 2013
- 47. CULTURE VS Tuesday, 22 October 2013
- 48. CULTURE VS Tuesday, 22 October 2013
- 49. CULTURE VS Tuesday, 22 October 2013
- 50. COMMUNICATION Tuesday, 22 October 2013
- 51. COMMUNICATION Tuesday, 22 October 2013
- 52. TSUNAMI INVOLVEMENT Tuesday, 22 October 2013
- 53. 6 Tuesday, 22 October 2013 METRICS
- 54. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
- 55. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
- 56. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
- 57. KPI’s LAGGING VS LEADING INDICATORS Tuesday, 22 October 2013
- 58. LICENSE TO FAIL FAST, FAIL CHEAP Tuesday, 22 October 2013
- 59. 7 Tuesday, 22 October 2013 GOVERNANCE
- 60. FOCUS ON RESULTS VS Tuesday, 22 October 2013
- 61. 8 Tuesday, 22 October 2013 PROCESSES & TOOLS
- 62. PROTOTYPING PROCESS COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
- 63. IDEA CAPTURE FORM COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
- 64. INNOVATION RADAR COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
- 65. ASSESSMENT PAPER COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
- 66. INNOVATION FRAMEWORK COLT PROPRIETARY CONTENT HIDDEN Tuesday, 22 October 2013
- 67. 9 Tuesday, 22 October 2013 LEADERSHIP
- 68. Ale Vigilante | Tuesday, 22 October 2013 @alebyday
- 69. NEXT STEPS Tuesday, 22 October 2013
- 70. FINE TUNING TOOL KIT Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio by George S. Day to 90% of companies’ development portfolios, on average, but they rarely generate the growth companies seek. At a time when companies should be taking bigger – but smart – innovation risks, their bias is in the other direction. From 1990 to 2004 the percentage of major innovations in development portfolios dropped from 20.4 to 11.5 – even as the number of growth initiatives rose.1 The result is internal traffic jams of safe, incremental innovations that delay all projects, stress organizations, and fail to achieve revenue goals. These small projects, which I call “little i” innovations, are necessary for continuous improvement, but they don’t give companies a competitive edge or contribute much to profitability. It’s the risky “Big I” projects – new to the company or new to 110 Harvard Business Review 1717 Day.indd 110 Tuesday, 22 October 2013 | December 2007 | INOR INNOVATIONS MAKE UP 85% Andrew Bannecker M hbr.org 11/1/07 8:51:30 PM
Editor's Notes
- {"6":"“Twenty years from now you will be more disappointed by the things you didn’t do than by the ones you did do. So throw off the bowlines, sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover.”Mark Twain\n","2":"IT IS NOT THE STRONGEST OF THE SPECIES, NOR THE MOST INTELLIGENT THAT SURVIVES.\nIT IS THE ONE THAT IS THE MOST ADAPTABLE TO CHANGE.\n","19":"“Travel is fatal to prejudice, bigotry, and narrow-mindedness, and many of our people need it sorely on these accounts. Broad, wholesome, charitable views of men and things cannot be acquired by vegetating in one little corner of the earth all one's lifetime.”\n"}