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Über dieses Buch

Utilize this comprehensive guide in your organization to create a corporate incubator that protects innovative ideas from oppressive corporate processes and culture and gives those ideas the resources and environment they need to grow and have the best possible chance to thrive.

Innovation is hard. Ironically, innovation in a large enterprise can be even more difficult. Policies designed for mature businesses often crush emerging businesses along with the entrepreneurial spirit of the innovators. Procedures can make it difficult, even impossible, for innovative employees to get their ideas funded, or even seen. As a result, even companies with their roots in innovation can find themselves unable to innovate, with a devastating impact on employee morale and often resulting in the exodus of the most creative employees.

In Lean Intrapreneurship the authors leverage decades of personal experience innovating in large enterprises to explore the root causes of failure to innovate in established organizations, and offer a solution to the innovator’s dilemma. The book includes a recipe for creating a repeatable program for innovating in large organizations, including tools, tips, and strategies developed by the authors as they created an innovative incubation program for a multi-billion-dollar technology company. It also offers a wealth of information to help aspiring intrapreneurs and entrepreneurs bring their ideas to life.

What You’ll Learn

Discover the most common reasons that innovation fails in established organizations

Explore techniques to make innovative ideas a successFollow a recipe to create a program to enable innovation across your companyUnderstand the power of transparency inside and outside an incubator

Develop employees and foster a culture of innovation across your company

Who This Book Is For

Anyone with an innovative idea who wants to make it real but does not know where to begin; anyone struggling to innovate inside an established company; anyone who wishes to make their existing company more lean, agile, and efficient; anyone who wishes to start a program to incubate new, innovative ideas inside an established company



Chapter 1. Their Own Worst Enemy

Why Innovation Fails in Established Organizations
Bringing new ideas from “eureka!” to a point where they are bringing value to people every day is hard. Doing so in established organizations, especially large ones, can be even harder. But why? Why is it not easier for people working in these large organizations—with scores of talented people, massive resources, and hundreds of years of experience—to breathe life into great new ideas? That is a question we have pondered for many years. Understanding the answer is key to successfully conquering the problem. So let’s begin our journey there.
George Watt, Howard Abrams

Chapter 2. Unintended Consequences

The Lone Intrapreneur
Whether it is mismatched corporate processes, measuring the wrong things, or the lack of a consistent approach to help new business ideas succeed, there are a multitude of often undiscovered or undiscussed causes of failed corporate innovation—all of which can have dire consequences for your business. The wreckage that this failed innovation leaves behind goes beyond a few failed projects and can have ripple effects that negatively impact your entire company for years or even decades. Some of these impacts are tangible and obvious, but others are more hidden and insidious. Some of the most damaging consequences are from an intrapreneur and their team, acting alone, outside of any formal structure the larger company has in place. As this lone intrapreneur stays isolated and works to keep their new business off executive radars, they potentially cause issues beyond simply wasting money and other resources.
George Watt, Howard Abrams

Chapter 3. Lean Acceleration

A Repeatable Framework for Incubation
The goal of our Accelerator program is to drive innovation by nurturing ingenuity. If you are an intrapreneur or entrepreneur, the next two chapters will provide you with a structure you can use to give your idea the best opportunity to succeed in spite of the challenges we have covered thus far. You can evaluate your progress using these techniques and use these tools to decide whether you should pivot, persist, or pause your own idea. For those of you establishing a program of your own, we will also share our framework, structure, ceremonies, and tools.
George Watt, Howard Abrams

Chapter 4. Inside the Accelerator

How We Drive Innovation by Nurturing Ingenuity
In order to illustrate the focus of each aspect of our program, and to help you better understand what incubating business teams prioritize in each stage, we share many of our artifacts and Kanbans in this chapter. We want to be clear that these artifacts and Kanbans are meant to serve as guideposts, not as bludgeons. We do not want the cure for innovation stall in established organizations to be worse than the disease. These tools, and the program itself, should be a resource for the incubating business teams and not a tax.
George Watt, Howard Abrams

Chapter 5. Innovation Support Structure

An Established Business’ Unfair Advantage
Unfortunately, it is not enough to put a formal incubation program in place and simply walk away. As we pointed out in Chapter 4, there needs to be a team to take ownership of keeping the incubation program, and its spirit, on track. There have been times when we have attempted to turn over even small portions of the program to other teams and things started to get off track quickly. It is not simply a matter of skill, although that is important; it is a matter of context and having the right resources and support. People need to truly understand the intent of the program and be properly trained on the elements they will be responsible for. Otherwise, they can become blindly artifact-focused—much like the 70-page template example from Chapter 2.
George Watt, Howard Abrams

Chapter 6. Benefits Beyond Revenue

An Incubation Program Can Improve Your Entire Business
Building a new business from the ground up is hard, and you need to effectively use everything you have at your disposal to make your incubations successful. However, just because most of your new incubations will not be successful does not mean that your incubation program is a failure. If fact, even if every incubation were to end in a failed business, there are many benefits to the larger company that go well beyond these new businesses and the additional revenue they may or may not ultimately bring.
George Watt, Howard Abrams

Chapter 7. Bootstrapping an Incubation Program

Leveraging Existing Resources to Accelerate Your Accelerator
Before you can build an incubation program within your company, in addition to great ideas, you will need at least two things: Buy-in from stakeholders across the company and enough funding to be successful. Incubating new businesses is not something you can rush—there are no quick wins. This means the commitment you get must be sustained for a long enough period of time to build demonstrable value from your incubation program before you lose the hearts and minds of your executives. These two fundamental requirements are intertwined. You will need buy-in to get funding and you will need funding before the broader company will be willing to buy in. In other words, you need to bootstrap the program.
George Watt, Howard Abrams

Chapter 8. Inspiring Lean Innovation

Stimulating Lean Innovation Culture in an Established Organization
“The greatest ability in business is to get along with others and to influence their actions.”
George Watt, Howard Abrams

Chapter 9. Conclusion

Don’t Delay, Act Now! Intrapreneurs are Standing By!
Thank you for reading our book.
George Watt, Howard Abrams


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