This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Corporate Entrepreneurship Program Development) is a 31-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
Corporate Entrepreneurship is the process by which teams within an established organization conceive, develop, launch, and manage a new business that distinct from the parent organization by leveraging the parent organization's resources.
Studies have shown Corporate Entrepreneurship helps stimulate Innovation, revitalizes the organization, increases employee productivity, and creates a superior market advantage. In fact, it is a cost-effective approach to promote and maintain a Competitive Advantage.
Corporate Entrepreneurship needs to be deliberately nurtured and managed to be successful. It won't just happen organically.
As such, many organizations seek to develop Corporate Entrepreneurship Programs. There are 3 primary models for Corporate Entrepreneurship Program, each befitting different organizational models and requiring different forms of leadership, processes, and skills. They are:
1. Enabler Program Model
2. Advocate Program Model
3. Producer Program Model
This presentation discusses these 3 Corporate Entrepreneurship Program models in detail, including Strategic Goals, Key Success Factors (KSFs), Challenges, Case Examples, Critical Inputs, and other important considerations.
This deck also includes slide templates for you to use in your own business presentations.
This PPT provides a comprehensive framework for developing a Corporate Entrepreneurship Program tailored to your organization's unique needs. It delves into the intricacies of each program model, offering actionable insights and strategic guidance to ensure successful implementation. The presentation is designed to equip your leadership team with the knowledge and tools necessary to foster a culture of innovation and drive sustainable growth.
The slide deck also includes real-world case studies and examples, illustrating how leading companies have effectively adopted and benefited from these models. By leveraging these insights, your organization can navigate the complexities of corporate entrepreneurship, mitigate potential challenges, and capitalize on new business opportunities. This resource is an invaluable asset for any executive looking to enhance their organization's entrepreneurial capabilities.
Source: Best Practices in Innovation, Corporate Entrepreneurship PowerPoint Slides: Corporate Entrepreneurship Program Development PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting
This PPT slide presents a framework for understanding Corporate Entrepreneurship through 4 distinct models: The Enabler, The Producer, The Opportunist, and The Advocate. These models are positioned within a 2x2 matrix that is defined by 2 critical dimensions: organizational ownership and resource authority.
Organizational ownership refers to who within the organization holds primary responsibility for creating new ventures. This dimension is crucial as it influences the level of commitment and accountability for entrepreneurial initiatives. Resource authority, on the other hand, addresses how the new venture is funded and resourced, which can significantly impact its success and sustainability.
The matrix is divided into 4 quadrants, each representing a different model based on the combination of these 2 dimensions. The Enabler is characterized by dedicated resource authority and focused organizational ownership, suggesting a structured approach to fostering entrepreneurship. The Producer, also in the dedicated resource authority category, likely emphasizes a more hands-on approach to innovation.
In contrast, The Opportunist and The Advocate fall into the ad hoc resource authority category. The Opportunist may indicate a more reactive approach to opportunities, while The Advocate suggests a focus on promoting entrepreneurial initiatives within a broader organizational context.
Understanding these models allows organizations to assess their current approach to entrepreneurship and identify areas for improvement. Each model offers unique insights into how to effectively foster innovation and drive growth within the organization. This framework can serve as a valuable tool for executives looking to enhance their corporate entrepreneurship strategies.
This PPT slide outlines the evolution of organizations in the context of Corporate Entrepreneurship Programs, categorizing them into 4 distinct models: Opportunist, Enabler, Producer, and Advocate. It begins with the premise that all organizations start as Opportunists, which implies a phase of exploration and potential. The transition from this initial state leads to the establishment of a more structured approach to entrepreneurship.
The Enabler Program Model is characterized by the organization's commitment to providing funding and senior management support for prospective ventures. This model emphasizes the importance of clear communication and straightforward processes for critical activities, suggesting that simplicity is key to fostering innovation.
The Producer Program Model takes a more robust approach, requiring the organization to establish a full-service group dedicated to Corporate Entrepreneurship. This model demands significant resource allocation and direct access to senior leadership, indicating that a higher level of investment and commitment is necessary to drive entrepreneurial initiatives effectively.
The Advocate Program Model focuses on promoting Corporate Entrepreneurship within the organization, with business units primarily responsible for funding. This model highlights the need for individuals who possess the instincts and talent to navigate the organizational structure and effect change. It suggests that advocacy and influence are crucial for success in this model.
Overall, the slide serves as a framework for understanding how organizations can develop their Corporate Entrepreneurship Programs. Each model requires different leadership styles, processes, and skills, which can guide executives in determining the best approach for their specific context.
This PPT slide outlines the adoption details of the Producer Program, emphasizing its similarities to the Advocate Program while highlighting the added corporate support that enhances its effectiveness. Key inputs necessary for successful implementation include well-connected corporate veterans, full-time support staff, a network of business building coaches, and significant funding. These elements are crucial for fostering a robust environment for innovation and entrepreneurship within the organization.
The desired outcome of the Producer Program is to establish a sustainable and self-sustaining new business. This new venture is characterized as potentially disruptive, indicating that it may not conform to existing business unit frameworks. The slide also provides a case example featuring Cargill, a major player in the agriculture sector, which has implemented an Emerging Business Accelerator (EBA) to drive corporate entrepreneurship.
Cargill's EBA serves as a platform for employees and external stakeholders to submit innovative ideas that do not fit within the existing business structure. The process involves developing a high-level business plan, conducting commercial due diligence, and recruiting talent. The EBA is designed to provide capital pending board approval and to manage project performance. Importantly, the EBA focuses on projects that can generate revenue within 3 years, underscoring a results-oriented approach.
This slide effectively communicates the framework and operational mechanics of the Producer Program, demonstrating how organizations can leverage structured support to drive innovation and growth. The insights provided here can guide potential customers in understanding the strategic importance of adopting such a program.
This PPT slide provides a structured overview of the Enabler Program's critical inputs and desired outcomes, using Google as a case example. It highlights essential components necessary for the successful adoption of such a program. Key inputs include dedicated funding, executive involvement, and a focus on recruiting and personnel development. These elements are crucial as they establish a solid foundation for the program, ensuring that it has the necessary resources and leadership support.
The desired outcome is framed around the concept of proving product viability within the organization’s strategic context. This suggests that the program aims not only to innovate, but also to align with broader corporate goals. It emphasizes the potential for cultural transformation, fostering an environment that encourages experimentation and collaboration among employees.
The case example of Google illustrates practical application. It mentions that Google allows employees to dedicate 20% of their time to personal projects, promoting a culture of entrepreneurship within the company. This approach has led to significant innovations, as seen with products like Gmail and Google Maps, which originated from employee initiatives.
The slide also outlines the composition of the initial core team, which typically includes roles such as Project Manager, Technical Lead, and Quality Assurance Specialist. This diverse team structure is designed to cover various aspects of product development, ensuring comprehensive oversight and execution.
Funding mechanisms are also discussed, indicating that teams can seek financial support from the Google Product Council. Successful projects lead to substantial bonuses for team members, incentivizing participation and commitment. Overall, the slide effectively conveys how structured inputs and a supportive culture can drive innovation within an organization.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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