• Individuals or teams within an organization that take direct responsibility to support, resource, and/or transform an innovative idea into a new product, service or process.

• This takes individual energy and a conducive environment

Intrapreneurship

• Know how “navigate” the company maze

• Know the “limits” of the maze• Know how to help others

navigate the maze• Support• Resources• Transform

Successful intrapreneurs

Intrapreneur

Welcome !

Navigate 3 phasesSupportRessourcesTransformation

• Based on the Intrapreneurial Maze Game by Paul Leonetti and Dan Evans

• 8 tactical decisions to take• Each question allows your team

to win (or lose) points (are you maze savvy?)

Can you navigate like an intrapreneur

Your team is considering whether or not to develop a business plan at this stage.

a) No. Too early, financials would be nothing but wild guesses filled with untested assumptions.

b) Yes. Financials would be nothing but wild guesses and untested assumptions.

c) Yes. Describe the business model but without the financials at this time.

Question 1

Your team is considering whether or not to develop a business plan at this stage.

a) No. Too early, financials would be nothing but wild guesses filled with untested assumptions.

b) Yes. Financials would be nothing but wild guesses and untested assumptions.

c) Yes. Describe the business model but without the financials at this time.

Question 1

Your team has four potential candidates willing to be your first project sponsor. Which of the four would you select?

a) A person who is a high-ranked executive at PRO-TEGE.

b) A person who is able to be involved in all the stages of your intrapreneurial initiative.

c) A person who is very friendly and kind.

d) A person who has a favorable 5-year success average in risk-taking.

Question 2

Your team has four potential candidates willing to be your first project sponsor. Which of the four would you select?

a) A person who is a high-ranked executive at PRO-TEGE.

b) A person who is able to be involved in all the stages of your intrapreneurial initiative.

c) A person who is very friendly and kind.

d) A person who has a favorable 5-year success average in risk-taking.

Question 2

Your team will need resources soon. You’re about to approach someone who could be of help. Which of the following is the most effective tactic to use?

a) Ask for everything you will need immediately so that there are no hidden requests later on.

b) Ask for just a portion of what you need.

c) Ask for 20 minutes of advice.

d) Ask for 60 minutes of advice.

Question 3

Your team will need resources soon. You’re about to approach someone who could be of help. Which of the following is the most effective tactic to use?

a) Ask for everything you will need immediately so that there are no hidden requests later on.

b) Ask for just a portion of what you need.

c) Ask for 20 minutes of advice.

d) Ask for 60 minutes of advice.

Question 3

The company lawyer has taken a strong interest in your project and offered resources. You say no to the first offer because you don’t think it’s necessary. She offers help again. What should you do?

a) Accept the help offer even though you may not ever need the resources.

b) Say no again because you honestly believe you won’t need this person’s help.

c) Don’t respond immediately but tell her that you’ll consider the offer later.

Question 4

The company lawyer has taken a strong interest in your project and offered resources. You say no to the first offer because you don’t think it’s necessary. She offers help again. What should you do?

a) Accept the help offer even though you may not ever need the resources.

b) Say no again because you honestly believe you won’t need this person’s help.

c) Don’t respond immediately but tell her that you’ll consider the offer later.

Question 4

Despite the seeming fit with PRO-TEGE strategy, you feel you should reframe your idea in order to attract resources because the company’s financial performance has dropped slightly in the last two quarters. What re-positioning tactic should you deploy?

a) De-emphasize the innovativeness of your idea and relate it more to established PRO-TEGE R&D practices and protocols.

b) Emphasize the novelty of your idea and its relationship to change and growth.

c) Take advantage of your idea’s ambiguous state and promise something substantial coming from the project even though it may not yet be certain.

d) Don’t do anything at the moment as the financial situation could change and, thereby, negate your tactical maneuver.

Question 5

Despite the seeming fit with PRO-TEGE strategy, you feel you should reframe your idea in order to attract resources because the company’s financial performance has dropped slightly in the last two quarters. What re-positioning tactic should you deploy?

a) De-emphasize the innovativeness of your idea and relate it more to established PRO-TEGE R&D practices and protocols.

b) Emphasize the novelty of your idea and its relationship to change and growth.

c) Take advantage of your idea’s ambiguous state and promise something substantial coming from the project even though it may not yet be certain.

d) Don’t do anything at the moment as the financial situation could change and, thereby, negate your tactical maneuver.

Question 5

To keep things moving, you don’t want to lose time waiting for permission or trying to follow every rule. What tactic would best serve the interests of your project?

a) Trust your judgment and break rules when necessary. If anyone objects, ask for forgiveness.

b) Apply the “waterline rule” which says, “If it makes sense to drill holes above the waterline of the ship, just do it. But if you want to take risks and bore holes below the waterline, ask someone for clarification or approval first.”

c) Don’t take the risk, it’s not worth it. Use your sponsor to gain permission.

Question 6

To keep things moving, you don’t want to lose time waiting for permission or trying to follow every rule. What tactic would best serve the interests of your project?

a) Trust your judgment and break rules when necessary. If anyone objects, ask for forgiveness.

b) Apply the “waterline rule” which says, “If it makes sense to drill holes above the waterline of the ship, just do it. But if you want to take risks and bore holes below the waterline, ask someone for clarification or approval first.”

c) Don’t take the risk, it’s not worth it. Use your sponsor to gain permission.

Question 6

Your team has only one chance to sell its project to executive management. Which tactic do you think offers the best chance for your project presentation?

a) Prepare lots of data to support your business plan. Assume that if data appears absolute then the outcome is insured, thus providing the best chance for approval.

b) Concentrate your preparation more on building a vision of the project for executive management than on the business plan.

c) Choose a team member with the best oral skills to make the presentation alone, minimizing the chance of inconsistencies and errors. The presentation should focus on the project strengths only.

d) Have the entire team be involved in the presentation. It should include strengths and weaknesses.

Question 7

Your team has only one chance to sell its project to executive management. Which tactic do you think offers the best chance for your project presentation?

a) Prepare lots of data to support your business plan. Assume that if data appears absolute then the outcome is insured, thus providing the best chance for approval.

b) Concentrate your preparation more on building a vision of the project for executive management than on the business plan.

c) Choose a team member with the best oral skills to make the presentation alone, minimizing the chance of inconsistencies and errors. The presentation should focus on the project strengths only.

d) Have the entire team be involved in the presentation. It should include strengths and weaknesses.

Question 7

Should your idea be approved, you might be asked to hand-off the project to others to continue its development and implementation. What would you recommend?

a) Good idea. Your team is untested and may not have the sophistication and know-how to bring the project to successful implementation.

b) Bad idea. Your team knows the project better than anyone. If possible, keep the entire team intact without any hand-offs until the project is successfully implemented.

c) Do hand-offs in stages to experienced, qualified specialists but keep as many original team members involved as long as possible.

Question 8

Should your idea be approved, you might be asked to hand-off the project to others to continue its development and implementation. What would you recommend?

a) Good idea. Your team is untested and may not have the sophistication and know-how to bring the project to successful implementation.

b) Bad idea. Your team knows the project better than anyone. If possible, keep the entire team intact without any hand-offs until the project is successfully implemented.

c) Do hand-offs in stages to experienced, qualified specialists but keep as many original team members involved as long as possible.

Question 8