HOW TOMOVE

MOUNTAINSA S A

CORPORATEENTREPRENEUR

FOREWORD“Stick your head above the parapet. Be willing to be shot down, [or] you’re not being radical enough”. Sounds like advice straight from a startup founder in Silicon Valley or Tech City. But it’s not.

Introducing the corporate entrepreneurs, or intrapreneurs as some prefer. There’s nothing radical in the name, but it’s not easy to be nimble and move mountains when you are one. And as with startup entrepreneurs, many adopt the moniker, but far fewer make things happen. At OneLeap, we spend our time helping the world’s leading organisations be more entrepreneurial by working with the world’s best entrepreneurs. This means bringing in proven entrepreneurs from across 35 countries to help corporate leaders tackle their biggest challenges. Working together they achieve amazing results, developing new ventures and revenue streams and getting real customers within weeks. But long-term impact only happens when external entrepreneurs have corporate entrepreneurs to partner with.

That being the case, we thought it’s time to celebrate some exceptional corporate entrepreneurs whose stories and advice we hope you’ll find inspirational. A huge hats off and thank you to Paul, Alexi, Joe, David, Neil, Diego, Luke, Bhav, Zubin and Gonzalo!

Interested in finding out more about how OneLeap can help you and your organisation? Click here.

oneleap.com/enterprise

CONTENTS

01

lukemaNSFiElD

samsung

02

alexisOgER

dell

03

joeDOblER

microsoft

04

davidmEREDiTh

mtv staying alive foundation

05

neilgOulbOuRNE

virgin care

06

diegoDzODaN

sap brazil

07

paulCampbEll

phillips

08

bhavSiNgh

pearson

09

zubinkaRkaRia

kuoni & vfs global

10

gonzalomaRTiN-villa

wayra

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my tipswhat i DO my TipS1. RECRuiTmENT iS EvERyThiNg.

We have a multi-disciplinary team ranging from architects & manufacturing to corporate finance. Recruit a team with real-world skills and a focus on delivery. It’s the most difficult task in corporate innovation.

2. WORk TO yOuR STRENgThS.

Entrepreneurs leverage their agility and flexibility. Corporations have different strengths, it’s important to identify and leverage yours, rather than wishing you were someone (or somewhere) else. Realists prevail in corporate innovation.

3. iNSighT iS mORE impORTaNT ThaN ExECuTiON.

Innovation is about solving problems. Focus on preserving the insight through the development process and ensure solutions solve the problem, don’t be dogmatic about a specific execution with feasibility issues.

The European Product Innovation team at Samsung Electronics leads the development of new products and services tailored to European markets based on consumer needs. Luke leads a multi-disciplinary team of experts working closely with consumers and customers to develop differentiated, commercially successful new products such as the ‘Galaxy S4 Active’ and the new 2013 Samsung Smart TV Platform. Before joining Samsung, Luke led the development of an award winning mobile banking platform for South-East Asia and developed successful market products for a range of blue-chip partners. Luke is a guest lecturer on Corporate Innovation at London Business School.

From experience many innovation leaders shy away from measuring their impact through KPIs and return on investment (ROI) arguments. It’s important to view measurement as a tool for maintaining executive support for your activities. Executive fatigue is the number one cause of innovation teams folding. Treat your business stakeholders like an entrepreneur would treat investors and remember ROI from innovation launches

should be into the ‘000s of percent. Without sight of huge rewards in the future it’s difficult to remain invested. Only an audacious goal and a credible path to reach it can

keep people supportive long enough for your efforts to bear fruit.

MY FavouRiTe ENTREpRENEuR:Dietrich Mateschitz of Red Bull turned an energy drink into a lifestyle brand, then a lifestyle

brand into an international marketing machine. Red Bull

have become the benchmark for experience marketing.

lukemaNSFiElDhEaD OF pRODuCT iNNOvaTiON, samsung.

Being a corporate entre-preneur means being invited to have an active “seat at the table” as a trusted partner for your customers or business stakeholders. It’s also about how you manage your state of mind. You measure success by how you feel and by the quali-ty of the interactions with the people around you.

You know you’re successful when you can help your customers and stakeholders challenge their own thinking. They need to know that you’re in it with them - and for them. One of the biggest opportunities for a corporate entrepreneur is in establishing mutual understanding between different organizations and people. For this, listening is vital. It’s not by accident that we have one mouth and two ears! And if you are not listening properly, you shut off much of your learning potential.

what i DO

my TipS1. FOCuS ON a lONg TERm viSiON.

Successful and sustainable change is driven by your focus as a leader.

• How: Align yourself and your team behind a well-articulated long term vision; be identified as the “man/driver” of this vision. Provide regular updates on status, step by step. Be persistent.

• ROI: This should become the “one thing” you will be famous for and the first step to building your personal brand.

2. DElivER ON pROmiSES.

Share what you will do, do what you have shared.

•How: Be clear / manage expectations top down and bottom up. Say “no”.

•ROI: Trust/confidence. It is critical to be reliable.

3. givE 1 TO gET 2.

• How: Manage your customers, network and team members with a “how can I help you” mindset. Never betray your manager.

• ROI: The more you give to people, the more you will get.

MY FavouRiTe ENTREpRENEuR:

My favorite corporate entrepreneur quote is from

Larry King: “I remind myself every morning: nothing I say this day will teach me anything. So, if I’m going to learn, I must do it by listening.” And yes, a French

man can sometimes quote an American TV show host. :)

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05

alexisOgERFRaNCE maRkETiNg DiRECTOR, dell

iNTRapRENEuR OR CORpORaTE ENTREpRENEuRNoun. Def:

An employee who is given freedom and financial support to create new products, services and systems, who does not have to follow the company’s usual routines or protocols.

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my tipswhat i DO my TipS1. uNDERSTaND.

understand your corporate strategies and priorities and how these can uncover new opportunities. Make pitches for pilot projects to test these opportunities. pitches should outline how the projects support the overarching corporate strategies and priorities. of course pitches should have a clear outline of costs, resources, timelines and success metrics. pitches are best made at the start of the fiscal period (year, half or quarter) before budgets are committed. Come in with a few different scenarios which allow you to scale according to the funds available.

2. gET big.

an amazing world of big data is available. Take advantage of it. Whether you are using company data, purchased reports or free external sources (Mary Meeker’s “internet Trends” presentation from the d11 Conference is but one example of a great resource available to anyone). These can help anticipate and capitalize on trends or uncover other opportunities for your product. personalized news feeds are another great way to aggregate and stay on top of topics which matter to you.

3. bE gREgaRiOuS!

Talk to people in your company. Find out what they do. even casual connections can prove invaluable when trying to find “someone who…” The more people you know the more you will be able to connect the dots.

Joe Dobler is a passionate and dynamic professional with experience ranging from longshoring, cold calling, and marketing, to piloting new programs and forming new teams. Joe has spent the last 11 years working in Europe, the Middle East and Africa in Marketing Management and Business Development. After leading the German PC Marketing and Business Development team for Microsoft for more than four years, Joe returned to Redmond to accept a role as Field Engagement Director for the OEM Worldwide Field Sales Team.

MY FavouRiTe ENTREpRENEuR:

I am an admirer of Elon Musk. Following early success with PayPal he went on to found SpaceX in 2002 which developed the first privately funded liquid-fueled vehicle to put a satellite in orbit and went on to win a $1.6B contract with NASA. Closer to my heart is his exciting work with the revolutionary Tesla Motors. The Tesla Roadster was a proof of concept electric car with high performance and traditional range. This was followed by the

Tesla S. A car which has not only been rated by Consumer Reports as the best car they have ever reviewed, but which has quickly gone on to become the best-selling luxury auto, and stands to transform the auto industry.

jOeDOblERFiElD ENgagEmENT DiRECTOR OEm WW FiElD SalES, micROsOft.

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08I work on strategic partnerships to raise funds and awareness for the MTV Staying Alive Foundation, an international content-producing and grant-giving organisation dedicated to stopping the spread of HIV among young people.

We fight HIV the smart way. We support innovative projects in the areas that need it most and invest in their creative and ambitious young leaders to fight the epidemic on the ground. At this level, our endorsement and permission to use the MTV logo to promote their work makes them instantly recognisable among young

people, gaining their trust and respect while also opening doors to potential strategic partners. We then take the learnings from these grassroots projects and use them to shape ground-breaking media content, such as the award-winning Shuga series, which we air free-of-charge across the MTV Networks. We

produce this content rights-cleared so that third party broadcasters can also air them, taking our message to hundreds of millions of households around the world. The overall result is smart action being taken locally, with over 400 grants awarded in more than 60 countries, and creative content and ideas distributed globally, reaching 100% of the top 50 countries affected by HIV and AIDS, to help us achieve our vision of an HIV-free generation.

what i DO

my TipS1. CORpORaTE muSClE

identify assets/networks internally that you can leverage.

2. NETWORk iNTERNally.

all around you are amazing people with amazing skills, so get to know them!

3. pOWER iN NumbERS

never underestimate the power of a group of committed individuals.

MY FavouRiTe ENTREpRENEuR:Most recently, Natalie Massenet

comes to mind. It really is remarkable how she has turned the world of luxury shopping on its head. She followed her heart and beliefs, and simultaneously

proved doubters wrong. She showed that there is a market for

luxury goods online.

davidmEREDiTh DiRECTOR OF STRaTEgiC paRTNERShipS,

mtv staying alive fOundatiOn.

SOCial iNTRapRENEuRS

aRe demOnstRating

tO the wORld hOw

business can be a

FORCE FOR gOOD.

- RichaRd bRansOn

10

my tipswhat i DO my TipS

1. bE STRaTEgiC.

It’s easy in our fast-paced world to let tactics overwhelm strategy. You can only achieve impact in your work with at least a medium term view.

2. bE ThOughTFul abOuT hOW DECiSiONS aRE maDE iN yOuR ORgaNiSaTiON.

In the commercial world, return on investment is key, but convincing decision makers isn’t necessarily linear or process driven.

3. bE bRavE:

You can only make a difference if you’re willing to stick your head above

the parapet, try something new and be willing to be shot down or proved wrong. If that never happens, you’re probably not being radical enough!

As a former NHS GP and policy advisor, I’ve been lucky enough to see healthcare through both ends of the telescope. The NHS has strengths that we can all take pride in, and has become part of the character and fabric of our nation. But the challenges faced by it, and by all care systems across the Western World, are profound and exponential. Our ageing population and growing life expec-tancy require not in-cremental but seismic change in how care is delivered and organ-ised. Leading our in-novation and strategic projects team at Virgin Care, I’ve been in a great position to draw lessons from the Virgin family, especially Virgin Atlan-tic and Media. They’ve helped us reconsider how we engage staff and patients in design-ing care, making rapid transformation a real-ity, whilst using prov-en productivity techniques such as Lean to drive out waste and focus on value. At the same time, we’re introducing some of the technologies that have been talked about but not delivered in the NHS for a long time (the ‘just do it’ category) such as online access to clinical records and appointment booking.

Our innovations have all required the negotiation of budget and buy-in, a leap of imagina-tion, and an em-brace of the risk and sometimes the reality of failure. But that is what the

pressing challenges in healthcare demand.

neilgOulbOuRNEhEaD OF CORpORaTE DEvElOpmENT & iNNOvaTiON, viRgin caRe.

MY FavouRiTe ENTREpRENEuR:

Richard Branson. Not only because he’s my boss, but because of what he’s done. Admittedly, being the head of a massive

global corporation isn’t the same as being a more junior entrepreneur

within it, but he has a knack of cutting straight to what’s important

and I’ve seen myself his humility and genuineness. He still has amazingly

high ambitions: solving climate change, and flying into space to name just two. He’s an inspiration to the thousands of

Virgin employees across the world.

11

I am very disciplined and seek to constantly improve the process in everything I do. Throughout my career, I have learnt some successful formulas for getting the job done, and I use them as foundations for new projects. For me, learning

is continuous. I apply this mindset within the company to reach greater heights in business and in my career.

Since the early days of my position as SAP Colombia president, I’ve considered REMM (Evaluative Resourceful Maximizing Model) as a foundation of my relationship with the team. Today, in SAP

Brazil, I ask for a versatile attitude of constant process evaluation and results maximization from everyone. In this way, the team are able to solve problems autonomously. Concurrently, I apply a rigid layer of control and incentives, as personal interests need to be aligned with company interests.

what i DOmy TipS1. bE a lEaDER.

Define a management model based on ReMM (Resourceful evaluative Maximizing Model), be clear about rules and policy with employees, control results and work hard alongside employees.

2. RElENTlESS impROvEmENT.

Constantly search for improvement on your processes. It is important to always be prepared to learn, and never be satisfied with a winning model.

3. bE lEaN aND mEaSuRE OFTEN.

Obsession for disciplined, consistent execution, for exacting metrics and for efficient processes. The focus is doing more with less resources – the movie “Money Ball” is a good reference in this case.

MY FavouRiTe ENTREpRENEuR:

I admire Jorge Paulo Lemann, who founded Banco Garantia many

years ago and who, along with his partners Marcel Telles and Beto

Sicupira, drives GP Investimentos – the equity fund. They’re

responsible for Inbev foundation and for investment in several

businesses, including the recent acquisition of Heinz, with Warren

Buffett as their partner.

diegODzODaNpRESiDENT, sap bRazil.

12

An expert on corporate entrepreneurship, Paul is SVP of Innovation at Royal Philips Electronics, responsible for its accelerator, Open Innovation and Emerging Business programs. He is also CEO of Start-Up Genie, a consulting firm which designs corporate entrepreneur programs; co-founder of the Silicon Valley Innovation Executive group, and a guest lecturer at UC-Berkeley Haas School of Business. Paul has invested in over 50 startups/projects across corporate IT, entertainment technology, consumer electronics, healthcare devices and consumer IT.

Many CEOs and innovation leaders know their innovation programs failed to help them avoid the recent downturn. As we rebuild now in the improving economy, we must be more entrepreneurial than ever, experimenting with our approaches to innovation. To me, this means we should extend the reach and

quality of external partnerships, use big data to rapidly identify new market and revenue opportunities, and refocus on flexibility, speed, and returns

in all our innovation programs.

paulCampbEllSvp iNNOvaTiON, philips electROnics.

what i DO my TipSmy TipS1. CORpORaTE ENTREpRENEuRiNg iS aN aTTiTuDE:

Embrace entrepreneurial approaches to create new businesses, motivate inventor-employees and accelerate innovation.

2. DECONSTRuCT:

The one difference between startups and corporate entrepreneurs is the need to rethink and improve (deconstruct) existing operations to meet increasing customer demands in new markets.

3. RaDiCally impROvE pRODuCTiviTy aND EFFECTivENESS:

e.g. use Big Data to quickly find quality partners for open innovation, venturing and technology teams.

MY FavouRiTe ENTREpRENEuR:

Larry Page: CEO, Google. Larry has succeeded as an

entrepreneur and as a corporate entrepreneur, successfully

maintaining a startup culture within Google even though it’s

a $50B company. Today, Google is the most entrepreneurial

company on the planet.

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13Bhav Singh embodies the entrepreneurial spirit as someone that has successfully scaled and grown businesses exponentially. As President of the English & Informal Learning divisions, he oversees the management and direction of all the English language brands in the Pearson portfolio globally. He is also developing a new division within Pearson that focuses on Informal Learning - teaching and using non-traditional methods and settings to deliver education to all parts of the world. Bhav also oversees all of Pearson’s educational work in India, including Tutor Vista, the world’s leading online tutoring and education company.

Before coming to Pearson, Bhav was the MD/EVP of Emerging Markets at Viacom for 8 years, where he lead the development of Viacom’s portfolio of entertainment brands including MTV, Nickelodeon, Comedy Central, VIVA, VH1, and COLORS.

“Education has the power to change people’s lives, and the magnitude of that is never lost on us. Through super serving millennials, anywhere, in a creative and agile manner our brands are challenging the way people think about education. We are developing new ways to create and deliver products so that every person around the world who wants to learn has that opportunity. Technology and the closure of the digital divide allows us to focus on different informal techniques including edutainment, edugaming and experiential learning.”

what i DOmy TipS1. SuRROuND yOuRSElF WiTh “ROCkSTaR” TalENT.

Great sports teams succeed because they are built on exceptional players who understand the role they take in the team. I aim to build my teams with that same mentality – I bring highly motivated generalists and specialists to the table. These are people for whom delivering beyond the “norm” is what drives them to succeed.

2. mERiTOCRaCy DRivES SuCCESS.

Too much hierarchy in an organization is demotivating and slow. In a meritocratic company, where people are encouraged to take risks, innovate and achieve, you see real change, real growth. People see the value that they bring to the organization and are driven to innovate. Successes are recognized and rewarded at all levels, which inspires people to achieve great things. I want to encourage leaders to groom their own successors and “outgrow” their day jobs.

3. ChaNgE.

As an organization you have to embrace change and implement new ways of thinking - quickly.

MY FavouRiTe ENTREpRENEuR:Sir Martin Sorrell – WPP. A true

visionary who has recreated an entire industry though his vision, savvy deal making and

sheer determination!

bhavSiNghpRES. OF pEaRSON ENgliSh

& iNFORmal lEaRNiNg, peaRsOn.

15

my tipswhat i DO

Zubin Karkaria is the Chief Executive Officer of VFS Global, and a member of the Exec-utive Board of Kuoni Group. Kuoni entered India in 1996 and grew rapidly between then and 2011 becoming one of India’s largest and most respected travel companies. Zubin played a pivotal role in driving this growth, holding various leadership positions – in-cluding CEO & Managing Director effective 2005. His greatest achievement has been the launch and the growth of the VFS Glob-al business from a com-pany with operations in India only in 2001 to a company with operations across 89 countries and serving 44 sovereign gov-ernments today – a clear global leader in its space.

We developed VFS Global from a single core compe-tence related to our travel business and created not just a new company but a completely new industry. The joy of creating some-thing was immense, how-ever I feel our true achieve-ment has been our ability to rapidly scale-up from 3 visa centers in Mumbai In-dia to over 900 visa centers across 89 coun-tries, and institutionalize the organization.

It has become a market leader which is virtually setting industry benchmarks and best practices as it goes along. Our biggest success factor has been our ability to build a happy and winning team and it has been an honour to lead them. Strong focus on customer service,

data security and developing robust systems & processes have been the other key drivers.

my TipS1. ChallENgE ThE STaTuS QuO.

Nothing is permanent. Nothing is sacrosanct. Continuously question the existing logic and belief. Only then can you continuously innovate to stay ahead of the pack.

2. yOuR EmplOyEES aRE yOuR gREaTEST aSSET.

Aim to develop each employee to her/his full potential systematically. Inspire them, empower them and truly engage them with the company’s mission, vision and values. Develop a winning team.

3. NuRTuRE ThE ENTREpRENEuRial SpiRiT.

Building a large organization does not mean you have to curb this spirit. You must nurture it. Make it a part of your core values.

zubinkaRkaRiaCEO, vfs glObal. ExEC bOaRD, kuOni

MY FavouRiTe ENTREpRENEuR:

N. R. Narayana Murthy -Executive Chairman of Infosys Limited, one of India’s largest and most respected software

services companies, he co-founded the company thirty years ago to develop a new

industry which has subsequently powered India’s famed services sector. He has always believed that honesty, transparency and

moral integrity are the key factors in business. A highly

respected entrepreneur with a strong social conscience.

16

gOnzalOmaRTiN-villaglObal CEO, wayRa.

Gonzalo is the global CEO of Wayra, Telefonica’s global business designed to work closely with and incubate digital start-ups. Gonzalo was educated in Madrid and Georgetown, USA before joining Telefonica as a lawyer sporting two degrees in Law and an MBA. From there Gonzalo was given the opportunity to work all over Latin America and Europe, building a powerful global network and a trusted reputation. These assets have proved vital to Gonzalo’s success in his role as an innovator.

Not having the speed or flexibility of a smaller organisation, Telefonica formed Wayra as a response to their need to innovate and grow. Wayra moves with the agility necessary to establish partnerships

and collaborate with the fragmented, fast-moving digital startup world. In only two years Gonzalo and his team have already made over 240 investments in start-ups globally. Gonzalo’s freedom to break the rules has driven Wayra’s success – without Telefonica’s process and rigour, risks have been taken that would otherwise have been shied away from. Gonzalo’s reputation also allows him to cut past process and checks when persuading and influencing internal figures.

what i DO

my TipS1. maNDaTE FROm ThE TOp .

The CEO must be a key supporter, without him or her on side, bending the rules is much more of a challenge – hampering your ability to move quickly.

2. COmmuNiCaTE, COmmuNiCaTE, COmmuNiCaTE.

Fear or mistrust in corporations is often caused by lack of understanding and exposure. Spend time influencing, communicating and helping key stakeholders internally ‘get’ the evolving digital world as it relates to their business.

3. bE humblE

Humility with entrepreneurs, corporate partners and investments is key. Be flexible, corporations should not always seek to be the dominant partner but develop trust and belief in smaller outfits. Be honest about good and bad things and open about problems.

MY FavouRiTe ENTREpRENEuR:

The thousands who aren’t yet famous for anything. They’re at the coal face working incredible hard, evolving new models daily

and daring to try new things.

iNTERESTED iN FiNDiNg OuT hOW ONElEap CaN hElp yOu aND yOuR ORgaNiSaTiON? CliCk hERE.

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