loader image

IN-OVATE – Turn Employees into Intrapreneurs

IN-OVATE Workshop Turn Employees Into Intrapreneurs

This framework and toolkit turns employees into Intrapreneurs.  Enable your people to more effectively identify, test, incubate and kill or scale ideas to create value. Based on Kaihan Krippendorff’s book Driving Innovation from Within: A Guide for Internal Entrepeneurs, it encapsulates a multi-year study, including analysis of over 300 companies and interviews of 150 internal innovators, into a practical set of tools for overcoming the seven most common barriers to driving growth through organic innovation (incremental and transformational) and creating an entrepreneurial mindset in employees. 

What is it?

The IN-OVATE workshop helps companies unlock their employees as a source of innovative growth options by arming them with the skills, tools, and mindset to innovate on a continual basis. The only remaining source of true competitive advantage, employee-led innovation is of paramount importance to organizational survival. This workshop lays out a set of practical tools and frameworks for activating innovation from within any established organization.

  • Intent: Can you activate your employees to have the intent to innovate? 
  • Need: Do you understand what the market needs, what the organization needs, and your organization’s strategy? 
  • Options: Are you able to create lots of exciting options (i.e., do you have the creative capacity to generate ideas for innovation)? 
  • Value blockers: Are you able to overcome value blockers if the new idea conflicts with your current business model? 
  • Act: Can you take action and experiment or prototype your ideas? 
  • Team: Can you assemble a cross-functional team that has the right attributes needed to ramp up the innovation quickly?  
  • Environment: Can you manage environmental factors (leadership, culture, structure, and talent)?  

Why do you need it?

The level of performance and improvement needed today is unprecedented. To survive and outperform the competition, companies need to unlock the value of the ideas within their employees. They must create a culture of innovation and formally teach the skills, tools, and frameworks that individuals need to experiment, incubate, and grow incremental and transformational innovation growth options.

When leaders and their teams, individually and collectively, improve their ability and the speed at which they are able to experiment and innovate, it creates bottom-line growth, leads to increased employee engagement, drives share-price, and most importantly protects the organization from becoming the next Kodak, Blockbuster, or BlackBerry.

Program Outcomes  

  • Empowered employees that feel personal ownership and agency over their role in achieving your organization’s vision of the future by giving them a common language, set of tools, skills and processes

  • A selling point for attracting top talent that also strengthens your reputation as a great place to work

  • A community of cross-functional individuals actively collaborating to drive innovation, growth and business excellence

  • A robust pipeline of innovative ideas to drive growth and efficiency for the core business, while simultaneously developing new value streams for the future

  • Equip individuals with cutting-edge knowledge and tools informed by Outthinkers’ unique access to world-leading thinkers (e.g., Harvard Business School, Wharton Business School, London Business School, Columbia Business School, INSEAD).

+1.212.380.7919 info@outthinker.com
Leverage
Point		“8Ps” of StrategyOpportunity
for Disruption		Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.		8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and
production?

- How can you develop a more sustainable production model to accommodate constraints on arable
land?

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.		8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
Physical
Experience		- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.		9- Where does your food rate on a taste, appearance, and freshness
scale?
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?
--------