1

Established firms and Startups: the corporate entrepreneur’role

Stefano Mizio

Who will speak today

2

Different perspectives

Marcello Viti

(Vodafone)

Domenico Indolfi

(Everis)

Gianpietro Pasquon

(Xmetrics)

How to manage innovation projects inside established companies

How to manage the relationship with

the Performance Engine.

What we are going to talk

3

The management’s role to sustain

the intrapreneur.

The CFO’s perspective: how to move

from the “dark side of the force” to

startup philosophy.

Setting the stage

4

Intrapreneur?

Intrapreneurship/Corporate Entrepreneuship

Intrapreneurship can be defined as using entrepreneurial skills

without taking on the risks or accountability associated with starting your

own business. Instead, intrapreneurs are employees in

larger organizations, who act as entrepreneurswhile having the resources and capabilities of the larger

firm to draw upon.

In 1992, The American Heritage Dictionary Intrapreneur,: “A

person within a large corporation who takes direct

responsibility for turning an idea into a profitable finished product through

assertive risk-taking and innovation”

5

The most famous case: the Macintosh team

6

Neewsweek 1985

Steve Jobs: “The

Macintosh team was what

is commonly known as

intrapreneurship; only a

few years before the term

was coined – a group of

people going, in

essence, back to the

garage, but in a large

company.”

The new context

7

Anxiety…

The right style of management – Uncertainty Ratio

8by Nathan Flurr

Marcello VITI - GEC 2015

Vodafone Beta Factory

Reggio Calabria

About me

xone

11

Innovation teams

Germany Spain

Italy Egypt

U.K.

Vodafone’s innovation accelerator

Our aim is to bring ideas from either

Italian startups or internal initiatives to

the marketplace so as to build, try and

offer new products and services to our

customers.

Organization

12

• Organization

• Processes,Tools

• Documentation

• Contracts

• Planning

• Individuals and Interactions

• Working

• Collaboration

• Responding to change

The innovation funnel

1: Idea

Generation 2: Selection 3: Concept

development

β Lab

Product Development Process Market launch

Startup Beta launch

Innovation project owner

“Entrepreneur”

“Kat crue” xfunctional

Resources

allocation

Beta

closed

Internal Idea / External

Startups

Steering contents / projects

Projects’s Adoption decision

Monitoring progress

Define the team

End to end

management

• Controlled launch

• MVP Focus

• Release early, release often

Operating principle

• Validate new serviceswith the help of customers minimizinglegacy systemsintegration

New Innovation

process

Beta projects

Beta Projects launched

15

VF Buddies

TV solutionxone edition

Learning tablet

SMS 2

Media Plug

xone tools

Smart 42070 Vodafone BE

drivexone

findxoneNotifiche 3.0

Chiamami+

Sms Geolocalizzato

SRTG (smartphoneready to go)

xone.vodafone.it

Dicta & VisualVoiceMail

2012-13 2014 2015

Backup+

New RD xoneportalVoceviaSMS

Cloudbrowsing

Happy Hour

Vodafone BE

16

Use your smartphone, collect badges , accomplish missions to achieve

the best Vodafone offers!

Partnership with Beintoo startup

Aim to apply some gamification rules to the Vodafone’s customers

during calls and SMS texting.

Customer’s SMS/CALL usage generates bagdes and bonus on

Vodafone BE platform.

The project allows Vodafone customers to handle SMS

messages directly from the web, from iPad, PC or Mac

manage their messages across all device.

Messages enrichment with pictures, videos or any other kind

of file

Moreover, it was totally integrated with the smartphone

address book

SMS 2

17

Send, receive and access your SMS2 from your tablet and PC with

your Vodafone number

18

Thank you

xone.vodafone.it

everisDomenico Indolfi

GEC 2015

20

275340

398 404

506 564 591

700

1.000

2006 2007 2008 2009 2010 2011 2012 2013 2016E

> 600

>

* History of the everis group’s turnover (€ millions)

• We were founded in 1996

with an innovative business

model.

• We invest in talent,

innovation and

excellence.

• Our annual growth: always

double-digit.

• We diversified and

specialized in high-

potential industries.

• We stand by our everis

values.

• 29 years average age;

very fast growth model

Our history Our reality Our dream

NTT DATA

Group

2016

To become

number 1 in the

market

21

everis in Italy

22

4565

98125

150175

220260

290320

360

420

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Chiusura anno fiscale al 31 marzo. Importi in milioni di euro

1,8 2,1

69

1113

15,618,1

2124

27

31

FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14

Num employee Revenues

+ 100 new hired in 2014

We’re doing very well but …

23

We’re doing very well but … are we really doing right?

24

Let’s analyze how are we

really doing

25

26

Service Portfolio Analysis

April to June 2014

Project work for MBA student, provided an external view in analyzing our

service portfolio:

-Objectives- facilitate and stimulate cross-fertilization

- eliminate information silos

-Task- Map & analyze service portfolio

- Create a comprehensive service portfolio handbook

-Deliverables- Service portfolio analysis for Executive Committee

- Service portfolio handbook for sharing at the level of Leaders & Managers

6%

6%

9%

11%

13%

13%

15%

15%

17%

18%

21%

29%

31%

35%

39%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Public Cloud

Development of commercial projects on social web channels

Solutions of E-Commerce and/or Mobile Commerce and/or Mobile Payment

Development of marketing initiatives, services and CRM on mobile channels

Security, Compliance & Risk Management Systems

Information mgmt architecture, storage, virtualization

Private Cloud

Systems of Collaboration and Social Software

Development and renovation of data center

Introduction of Mobile devices

Development of Mobile Apps for business

Digitalization & dematirialization

CRM systems

Management Systems and ERP

Business Intelligence and Analytics

Service mapping & analysis

Identifying gaps & opportunities

Source of the market survey: Workshop ‘La priorità 2014 per le Direzioni ICT’ by Osservatori.net Politecnico di Milano

Investment Priorities for 2014 in Italy

Service mapping & analysis

Innovation

Standard Activity

Existing Client

New Client

New Activity

% of revenue

AdjacentStandard activitiy with new customers

AdjacentNew activity with existing customer

CoreStandard activity with existing customers

TransformationalNew activity with new clients

Service mapping & analysis

Innovation

4% 0%

76% 20%

Standard Activity

Existing Client

New Client

New Activity

% of revenue

AdjacentStandard activitiy with new customers

AdjacentNew activity with existing customer

CoreStandard activity with existing customers

TransformationalNew activity with new clients

Can we do something

different?

30

CALL FOR (INNOV)ACTION

1. Internal -> iLAB

31

2. External -> corporate new offering

3. Cultural

Internal call4ideas

• Open to all everis employees

• 3 projects started; 2 completed

32

Corporate Innovation

Culture of Innovation

Management

• 2 days workshop for all the management team, focusing on:

1. Corporate Entrepreneurship

2. Innovation New stage

and new horizons:

growth, leadership, capacity

and infrastructure.

34

1 year ago – start thinking

11 months ago –> service portfolio analysis

9 months ago –> launch of iLab

6 months ago –> managers workshops

5 months ago –> corporate innovative offering

2 months ago –> everis Foundation

What’s next?

37

Offering Innovation Program

Goals for FY15, starting 1st of April 2015:

1. To develop an innovative offering to enrich our portfolio

2. To attract and retain talents

3. To use R&D funds coming from corporate

Offering Innovation Program

Master plan

iLab expectations call-4-ideas lab closing

Offeringtopics & target

selectionsetup team lab deployment

Corp analisysinfo & setup

teamlab deployment

Q4 - FY14 Q1 - FY15 Q2 Q3

Offering Innovation Program

Budget

Killing the CFO?THE POINT OF VIEW OF A CFO

GIANPIETRO PASQUON

Until yesterday

27 years in the finance department of different large and mid sized established companies.

CFO of 5 different companies

What about the CFO's role in large corporates?

AccountingIFRS

TAXABC

US GAAP

Budgeting

L. 262/05

CXO’ s business partner

ManagerComunicator

Strategist

Catalyst

The consequence

A balancing is required instead

Technician Business partner

To transform CFO’s role in a service

My last experience

The turning point…

Main differences Tools (1/2)

Work is much more varied & fun

Less money & benefits

Entrepeneurs need to be left free to focus on achieving their vision

If you’ve beencatalyst you’ve gotgeneralist skills

You make a bet

Take care of the «details»

Main differences Tools (2/2)

Know how things work

No secretary

No personal driver

No car

Be always familiar with the work of youremployees

Learn to work with Office

Learn to drive cars

Go cycling or by bus!

Working with more satisfaction

Every day You build something that issomehow yours

CFO : Darth Vader?

14

CFO: a Jedi?

15

Innovation is…

54

The limits to innovation in large organization have nothing to do with creativity and nothing to do with technology.

Ray Stata – founder and chairman of Analog Devices

They have everything to dowith management capability

So…

55

Innovation…

It’s the people (intrapreneurs),..

James Carville … It’s the economy, stupid!

56

InnoVits Startup CompetitionWednesday march 18

16:00 -18:00How to effectively evaluate a new business ideas..

Thursday march 19 14:00 - 16:00