I’ve been posting recently, from my talk at the Idean UX/CX conference, about the inter-relationship between innovation and intrapreneurship. The earlier posts lead to the idea that thinking of your employees as your customers can help you create the kind of CX for them that will stimulate the innovation you want — innovation that creates real value.
Here, as promised, are some thoughts on how. These principles won’t all be surprises, but that doesn’t make any of them easy to do right. As always, execution is everything. How you execute and follow through will send all-important signals about what you and the company value.
I. SHARE THE VISION
Vision and mission statements are nice, but they’re not enough. It’s essential that everyone in the company really knows where the company is going. Be clear in your own mind and forthcoming with your team about what truly matters to your part of the company. That goes for all company leaders and managers, at all levels.
II. MAKE IT EASY TO FIND AND SHARE KNOWLEDGE, INFORMATION, AND RESULTS, AND TO MAKE CONNECTIONS
People too often hold close what they know. But you can only empower people to be intrapreneurs if knowledge and information is shared – within and across units. And it’s vital to keep in mind that intrapreneurs can’t network the world the way entrepreneurs can. They have to be able to find people with the needed skills inside the company — starting with knowing they exist.
Don’t underestimate how much of an issue these things can be. So open up the channels. This will break down silos of knowledge, create a sense of mutual ownership, and help cure “Not Invented Here” syndrome.
III. BE RESPONSIVE TO IDEAS AND HANDLE FAILURE PRODUCTIVELY
People are ok with a No. They’re not ok with silence. Let them know when you’ll let them know – and don’t be late. If you’re going to say no, tell them something substantive about why so they’ll know their idea was actually considered and so they’ll do better next time.
The same goes for how you react to failure. Nothing kills innovation faster than having someone step up and try something new, with the company’s support, and then get punished if it doesn’t work out. Whether you decide to kill the project or try changing it, do it in a way that will maximize learning.
IV. SET THE TONE WITH REWARDS AND INCENTIVES
Intrapreneurs need to get value in return for their effort and risk-taking. It’s not just about money. It’s also about recognition, professional development and growth, and supporting the possibility of a non-linear career path.
And it can’t be restricted to successful projects. You literally need to give A’s for effort. If there aren’t rewards and incentives for the intrapreneurship itself, people won’t believe the company values it.
V. TOLERATE AND EMBRACE INTENSITY
Intrapreneurs tend to be intense, focused people. Embrace that passion. Try not to squash it. Innovation depends on the messiness and intensity of entrepreneurism.
The signals you send by how you well you follow these principles and how consistent you are become part of the organization’s folklore – the stories that make evident what’s most important in the culture. Every group has one. Do it right and the folklore will institutionalize the intrapreneurship and innovation you want. And while managers at all levels have to get it right, getting it right has to begin with the people at the top.
(This is the last of four posts on innovation, entrepreneurship and intrapreneurship from Idean's 2013 UX Summit.)