closing the gaps – getting results from
corporate intrapreneurship
Brian Hayes
11 June 2015
RDiL labs
“High impact entrepreneurs – video”
https://www.youtube.com/watch?v=SC8FdY6jMBA
Source - Amy Wilkinson (lecturer/researcher at the Stanford Graduate School of Business - lessons from high impact entrepreuners)
“Summary”
Gaps –
Opportunities
others don’t see or
address
Horizon View –
Manage speed and
complexity with a
vision
Ooda Loop –
Processes to
Observe, Orient,
Decide, Act
Fail Wisely – Ways
to learn with small
bets and tests
Network Minds –
Harness brain
power to build and
solve
Unleash
generosity- Help
others with small
kindnesses
BELIEVE you will create something BIG – Sense of DISCOMFORT – Takes COURAGE
“so what’s the movie we are creating within our
organisations”
“it starts with culture – culture is where
the ingredients of success are mixed –
the “actors” playing their part”
“The shadow of leadership”
“that attract teams and partners to work
together”
“where there is urgency and a sense of
purpose”
“where priorities inspire action/execution”
“do we treat our priorities like very ill patients”
“where communication is really effective”
“where people are empowered”
“where the right metrics drive the right
behaviors”
“number of
new
products
per
business”
“number of
new
partners
that bring
new
capability”
“number of
replicated
innovations
from other
industries or
geographies”
“number of
new
channels to
market”
“number of
know-how
or patents”
“where wins are celebrated together”
“where relevance and sustainability are a
constant test”
“relevant based on evidence”
“strategic aligned”
Citi's strategy is built around three secular global trends:
Globalization—the increasing connectivity of all the world's nations,
economies and markets;
Urbanization—the concentration of people and GDP growth in
cities;
Digitization—the transformative power of technological innovations.
Quote - Mike Corbat CEO
Digitisation Portfolio Examples:
•Digital Communication
•Digital Consumption
•Digital Products
“and”
“relevant based on being customer centric”
“sustainable based on - knowing the gaps,
prioritising the solutions and spending wisely”
“prioritised gaps create the different
storylines for the movie”
“capability gaps”
“gaps in the business model(s)”
“generic strategic and tactical gaps”
“strategic”
“tactical”
“industry observed gaps”
The Music Industry Has 99
Problems. And They Are…
Tuesday, September 2, 2014
by Paul Resnikoff
Digital threat to investment banks
“We should have revolutionised the way we approach our clients. Banks have fallen behind.”
September 23, 2014 9:27 pm
By Daniel Schäfer
Closing the gap between education
and industry
Customer obsession gap
According to a recent global study of 1,500 CEOs conducted by IBM, the biggest challenge those
CEOs face is the so called complexity gap. Eight out of 10 expect the business environment to
grow in complexity, but fewer than half feel prepared for the change. The research also reveals
that CEOs see a lack of customer insight as their biggest deficit in managing complexity. They
prioritize gaining customer insight far above other decision-related tasks and rank “customer
obsession” as the most critical leadership trait.“
Source: An Anthropologist
walks into a bar, Christian
Madsbjerg and Mikkel B.
Rasmussen,
Harvard Business Review
March 2014
“prioritise the gaps”
“consider all strategic, tactical,
capability, business model
gaps – prioritise the ones that
intersect all 3 circles”
“research for facts, be wildly
optimistic, be critical, explore
lateral possibilities, note all
emotions”
“ll
“the tools are the equipment that’s used
to produce a really good movie”
“assess what tools to use”
Client centric maturity assessments
cultural diagnostics
Future enterprise models
Design thinking
Project Management
“the vision is the eye of the director
making sure the storyline is kept on
track”
“create visions that inspire”
1. Desirability
2. Feasibility
3. Commerciality
“test relevance….with….stakeholders”
“pill or vitamin”
“to create customer centric portfolios”
“use customer data to
understand
and segment your customers”
“identify the best customers”
“Customer centricity starts with
a focus on high-value customer
segments ”
“the next big
thing and the
high-value
segments
should be
connected”
“solutions for the
best customers”
“each customer centric project is a scene
in the film”
“the labs are like the studios”
“use labs to do research, manage
complexity and connect with the buyers”
Researching the horizon view
Managing speed and complexity Rapid Prototyping and Testing
Harnessing Network Brain
Power - Engagement Centre
“labs – can co-ordinate a range customer
centric portfolios ”
“customer centric portfolios go on a
journey”
“a good place to start is to…”
“use a framework….. that works”
So in summary….
•High Impact entrepreneurs – gaps, horizon view, have a process, fail wisely and use
networks to deliver impact.
•Deliver a customer centric experience (products, services and business model) to make
your best customers even better – it starts with the CULTURE that drives behaviour
(leadership, teamwork, good partnerships, urgency, prioritization and execution,
effective communication, empowerment, the right metrics and celebrated wins) –
leading to a focus on things that are really RELEVANT based on evidence (company
strategically aligned and customer centric aligned) – things that are SUSTAINABLE to
your business model based on the PRIORITISED remediation of gaps (capabilities,
business model, strategic, tactical and other industry observed) to deliver impact.
Develop customer centric portfolios focused on high value customer segments based
on customers’ data.
• Use labs and external networks to research themes, explore gaps, manage complexity,
engage with customers and manage and prioritize projects.
• Corporate intrapreneurship, change and innovation are inter-related – the prerequisites for effective execution are in our hands…………
“The end…a perspective”
Brian Hayes
RDiL labs