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Corporate Innovation

Corporate Innovation Management: Changing the Culture

Posted on Tuesday, May 24th 2016

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Most large organizations are facing the challenge of a workforce that’s gotten into a routine, a rhythm, and is not thinking outside the box. There is no excitement. There isn’t enough creative energy on a day-to-day basis, and there’s no methodology to inculcate such energy in a systematic way.

I want to call out another specific point from my previous article, Corporate Innovation Management: A Methodology Discussion, that addresses this issue. >>>

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Corporate Innovation Management: Methodology

Posted on Tuesday, May 17th 2016

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Last summer, I was invited to spend half a day with approximately 40 Fortune 500 Chief Innovation Officers at Xerox PARC, and discuss our experience with corporate innovation methodology through the 1M/1M Incubator In A Box program.

A few months later, Jim Euchner, the CIO of Goodyear, interviewed me for the Research-Technology Management journal. It’s a comprehensive discussion that those of you thinking about corporate innovation may find interesting. For the month of May, the interview is accessible free of charge at the journal’s website. [Business Acceleration at Scale: An Interview with Sramana Mitra]

Here, I will summarize some key excerpts from the discussion: >>>

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Corporate Innovation Management: The Role of Prototyping

Posted on Friday, May 13th 2016

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I want to call out another specific point from my previous article, Corporate Innovation Management: A Methodology Discussion.

In my interview with Jim Euchner for the Research-Technology Management journal, I said:

My philosophy, at least in the IT space, is that we can safely assume that people will be able to build their products. Prototyping is not what we emphasize until later in the process. The first thing—the first order of business—is answering the question as to whether there is a business case for doing the project.

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Corporate Innovation Management: Tyranny of the TAM is Less Severe

Posted on Wednesday, May 11th 2016

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I want to call out a specific point that connects the dots between two of my prior articles, From $100k-$1M: Tyranny Of The TAM and Corporate Innovation Management: A Methodology Discussion.

In my interview with Jim Euchner for the Research-Technology Management journal, I said:

If you think of entrepreneurship outside of a corporation, often business ideas with a total available market of $200 million, $300 million will get ignored. It may not be possible to bootstrap them, but venture capitalists will not fund them. These are ideal for corporate innovation.

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Corporate Innovation Management: A Methodology Discussion

Posted on Wednesday, May 4th 2016

Last summer, I was invited to spend half a day with ~40 Fortune 500 Chief Innovation Officers at Xerox PARC, and discuss our experience with corporate innovation methodology through the 1M/1M Incubator In A Box program.

A few months later, Jim Euchner, the CIO of Goodyear, interviewed me for the Research-Technology Management journal. It’s a comprehensive discussion that those of you thinking about corporate innovation may find interesting. For the month of May, the interview is accessible free of charge at the journal’s website.

Please read: Business Acceleration at Scale: An Interview with Sramana Mitra

 

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Teaching Employees To Be Entrepreneurs Will Become Standard Fare

Posted on Tuesday, Mar 10th 2015

Teaching employees to be Entrepreneurs will become standard fare in corporate America.

I wrote an earlier piece on this topic Why Corporations Should Train More Intrapreneurs, back in October.

In today’s post, I want to discuss some trends we’re seeing in our work with various corporate partners who are either already implementing or considering internal programs for teaching employees entrepreneurship.

First, consider what an entrepreneur does.
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What Corporate VCs Need To Do Differently

Posted on Thursday, Oct 30th 2014

Corporate venture capital takes many different forms. The most common one is to help the parent company keep its fingers on strategic innovation. Typically, this includes both adjacent revenue opportunities, as well as new business areas, including some that may be disruptive to the company’s core business.

My main observation about what corporate venture capital needs to do differently from generic VC is around how the subject of TAM (Total Available Market) is considered.

In ordinary venture capital, more often than not, the goal is to identify billion dollar, hyper fast-growth business opportunities.

These, though, are extremely difficult to find.

There are, however, many more $100 million, $200 million business opportunities out there.
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Why Corporations Should Train More Intrapreneurs

Posted on Thursday, Oct 16th 2014

Consider this scenario:

A large technology corporation has a few hundred products that are sold to thousands of enterprises and small-medium businesses.

Because of the fast pace of change in technology, every single product in the portfolio experiences market pressures of various kinds. Competition from startups. Integration requirements with external products. Architecture changes in the technology stack. New capabilities due to new discoveries.

How does such a corporation stay on top of the constant need to innovate, and not get disrupted by an upstart?

My answer: Train the Intrapreneurs.
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