You make a great point and it is certainly a challenge with incubator models. However, the way we have set up the the Social Innovation Facility in Barclays means that we only support propositions that are delivered through the core business. We are not a separate entity but can provide some level of support to teams within the business who might need that initial help to get new ideas off the ground and reach commercial scale. So the incubation is less a physical reality and more implied incubation through senior support, separate funding etc. This helps us avoid some of the problems you outline - and everything we support must have a route to commercial self-sustainability once any support from our Social innovation Facility has ended.
A final reflection from the Lab:
I look at our guest faculty of intrapreneurs (like Adrian Ristow from Coca Cola) and many of them have an exceptional background that straddled the corporate and development space and whose experiences uniquely qualified them to drive through their projects - the 1st generation of intrapreneurs that created the space and awareness within their companies that 'shared-value' is possible.
But then I look at our participants - who 'aren't hardcore bankers, aren't development experts but just guys that make things happen' - and I see a 2nd generation of intrapreneurs, occupying the space created by the the first wave but - because of that space created - are able to come from a more main-stream background.
At the Lab, Gib quoted Wayne Gretsky - 'I don't skate to where the puck is, I skate to where the puck is going to be'...
Thanks as ever for hosting and moderating Zahid. My sense is that social intrapreneurship is gathering momentum and is capturing the zeitgeist of a new role for business in the 21st century. Thanks for the opportunity to join Maggie, Mark and Adrian on the panel for a great conversation. learned lots from all you kindred spirits.
Completely agree Gib, fantastic few days so well done to all those involved.
Stimulating, insightful and inspiring in equal measure.
Pleased to have the opportunity to send the teams from Barclays and their hard work starts here!
The answer to this question is what makes an Intrapreneur extremely important - this would be their sales proficiency, to start with, followed by customer service. A good intrapreneur will also be a good salesman for the social project that (s)he intends to push through.
Sorry am late I was making some pancakes but I followed the discussion and I think these problems are simple. “ How can an entrepreneur working in a large company really make a difference? “
Firstly, if this entrepreneur is working in a large company it impairs their, focus. For an entrepreneur to unlock their potentials to create the changes we all seek, they need to be uncontrollable. I am an entrepreneur and I am 26 years old and I feel the roadblocks.
I could go on and on.
There are many young entrepreneurs out there with beautiful and mind-blowing ideas but the system controls their growth.
First I think if we really are interested to think about this making a change in the society we should be looking at taking off these boundaries and give these entrepreneurs all the support needed without do's and don'ts, only then will we sit and watch young people make exponential changes, not only to the way they live but to the way millions under deprivation do live. Young people hold this key not companies, but they need full support.
Sure I agree. There has to be a dream. but you need to have the 4 Ds - Dream, Drive, Determination and Dedication. Yes it is a journey therefore it sort of would normally take time with ups and downs. We should also remember that an this rare individual normally should have some control.
With a good business model, the efforts end without funding. If the Government joins via a Public Private Partnership or if a partnering with larger successful companies for the inputs of expertise and to underwrite funding a project can begin. With a good technical team failure is only a small risk, if existing at all. Having a demand for a product is important for a return on investment (ROI) and a sustainable existence.
The Triple Bottom Lines are important to Monitor and Evaluate (M&E) for the benefit of the planet, the people and a profit. The earnings above cost are needed if expanding a program is to occur. In addition when we are inclusive of the poor in the longer term, they can demand more goods and services for a basic quality of life and benefit the general economy. Even if food cost is halved the poor may not have the income to buy anything. Many exist during the rainy season and can grow food but what happens in the dry season? We have the technology to expand food growth but not the finance. Direct involvement of the technocrats are needed at the ground not in the offices.
Income was nearly doubled by the small project, I suggest we look at a triple investment with the added income to pay back the loan with interest to satisfy the risk and earnings needed by the investors.
http://www.youtube.com/watch?v=RTtBEbf-NRs&feature=player_embedded
299-BarclaysCapitalEmissions.pdf (2.08 MB)Please follow the kink: http://www.pinchot.com/perspective/intrapreneuring/
To be very specific, I'd like to say that I was in this position a number of years ago and the first thing I did was request
the opportunity to distribute a survey to employees (short but insightful), which led to discovering the like-mindedness
that was already there within the corporate culture.Then I presented a case to upper management blending this
information about employee aspirations with marketplace research and from there suggested and spear-headed new
initiatives within the organization. It takes some strategic and committed action and being willing to lead,
whether someone has the title or not. I think this is the key - empowering others to take a stand
beyond the belief "Who am I to .....".