1. Customizable Training Material Intrapreneurship Fully Customizable Print on Demand Unlimited Number of Users No Annual Renewal Fees PowerPoint Slides

2. Agenda 8:30-8:45Icebreaker: A Picture is Worth a Thousand Words 8:45-9:00Session One: Course Overview 9:00-9:15Session Two: What Is Intrapreneurship? 9:15-10:30Session Three: Why Is Intrapreneurship Important? 10:30-11:00Session Four: Characteristics of Intrapreneurs 11:00-11:15Session Five: Picking Your Team 11:15-11:45Session Six: Are You an Intrapreneur? 11:45-12:00Morning Wrap-Up 12:00-1:00Lunch 1:00-1:15Energizer: Create a Sentence 1:15-1:30Session Seven: Becoming an Intrapreneur 1:30-2:30Session Eight: Creating and Selling Your Ideas 2:30-2:45Break 2:45-3:45Session Nine: Pre-Assignment Review 3:45-4:15Session Ten: The Implementation Plan 4:15-4:30Workshop Wrap-Up

3. Session One: Course Overview Understand the importance of intrapreneurship in today’s economy Identify the characteristics of an intrapreneur and assess your own strengths Create an intrapreneurial team within your organization Understand the process of intrapreneurship Develop a new product or process idea Understand the importance of a sales strategy Create a start-up financial statement Learning Objectives

4. Session Two: What Is Intrapreneurship? (I) 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.” “An employee of a large corporation, who is given freedom and financial support to create new products, services, systems, etc., and does not have to follow the corporation’s usual routines or protocols.” “People working from within a company who are accelerating change while continuing to drive business benefits.”

5. Session Two: What Is Intrapreneurship? (II) Intrapreneurship “Acting like an entrepreneur within a larger organization. The term is derived from a combination of ‘intra’ or internal, and ‘entrepreneurship.’ Intrapreneurs are usually highly self-motivated, proactive, and action- oriented people who are comfortable with taking the initiative, even within the boundaries of an organization, in pursuit of an innovative product or service.”

6. Session Two: What Is Intrapreneurship? (III) Intrapreneurship ctd. “Intrapreneurship is an individual’s ability to be inventive and entrepreneurial within the parameters of an organization. Being inventive requires the freedom to pursue ideas and develop them, while being intrapreneurial requires a focus on commercializing ideas to arrive at solutions that customers value.”

7. Session Three: Why Is Intrapreneurship Important? An intrapreneur is the company’s entrepreneur. This person does not have to be at the executive level of the organization. The intrapreneur likes to take on new challenges, move ideas forward, and lead new developments. They open up the possibility of new projects. The Growth of Intrapreneurial Culture (I)

8. Session Three: Why Is Intrapreneurship Important? In the past, many companies were controlled and run by the owners and executive members. In today’s market, customers demand more all the time. An intrapreneurial culture encourages employees to bring forward new ideas and concepts. By encouraging people to become intrapreneurs, organizations will see favorable results. The Growth of Intrapreneurial Culture (II)

9. Session Three: Why Is Intrapreneurship Important? There are many reasons why companies succeed and fail. As companies grow, they often lose sight of their core values and lose focus on the customer. Implementing a culture of intrapreneurship will enable the organization to regain its edge. The Growth of Intrapreneurial Culture (III)

10. Session Three: Why Is Intrapreneurship Important? The Past Many businesspeople wanted to control their companies and did not trust others to think of new ideas. They did not believe that others had their company’s best interest at heart. History of Intrapreneurship (I)

11. Session Three: Why Is Intrapreneurship Important? The Present Many business owners are now realizing that in order to keep up with the ever-changing environment, they need to encourage employees to come up with new ideas. This means that structures and processes also have to change. History of Intrapreneurship (II)

12. Session Three: Why Is Intrapreneurship Important? The Future With the information age expanding and the use of the Internet, people can better share their ideas. Successful companies are embracing change and are empowering their employees to be creative and challenge processes. History of Intrapreneurship (III)

13. Session Three: Why Is Intrapreneurship Important? Think of three current companies that you feel are creative and innovative. What makes these companies so creative? Are they growing or declining? What changes would you make if you were running these companies? Making Connections

14. Session Three: Why Is Intrapreneurship Important? 3M Google Apple GE Debrief

15. Session Four: Characteristics of Intrapreneurs Intrapreneurs are similar in nature to their external counterparts: the entrepreneur. They have a certain drive and want to make changes where they see the need. They are motivated by making the company a better place to work. What Makes Intrapreneurs Tick? (I)

16. Session Four: Characteristics of Intrapreneurs They may be thought of as a troublemaker or a little radical. They often ask for forgiveness instead of asking for permission. Perseverance is another characteristic of the intrapreneur. What Makes Intrapreneurs Tick? (II)

17. Session Four: Characteristics of Intrapreneurs Characteristics of Intrapreneurs Innovative Creative Well-connected Knowledge of the environment Willingness to challenge Ability to persevere Action-oriented Risk taker Open-minded Debrief

18. Session Five: Picking Your Team The intrapreneur The manager Team members Sponsor Senior management

19. Session Six: Are You an Intrapreneur? Personal Inventory Questions I like to take risks. I focus on opportunities instead of problems. I am confident the company will support my ideas. I like to get things done. I am enthusiastic. I am creative at work. I don’t mind asking for help when I need it. Self-Assessment (I)

20. Session Six: Are You an Intrapreneur? Personal Inventory Questions ctd. I always have new ideas. I don’t mind putting in hard work and long days. I like being in control. I know what I am passionate about. I get excited when I am talking to others about my ideas. I challenge the status quo. I enjoy working with others. Self-Assessment (II)

21. Session Six: Are You an Intrapreneur? Are these statements… Not like you at all? Somewhat like you? Totally like you? Self-Assessment (III)

22. Session Six: Are You an Intrapreneur? Freedom to operate Leaders and followers Encouragement and opportunity to learn from failure Intellectual challenges Courage Adaptable Optimistic Curious Strong communicators Considering Our Strengths

23. Session Seven: Becoming an Intrapreneur (I) Building Intrapreneurial Skills Create a network of people within the workplace. Gain respect amongst your peers. Be flexible. Be willing to learn and explore new ideas. Share your ideas with others. Watch for others who want to make changes. Get involved with company projects.

24. Session Seven: Becoming an Intrapreneur (II) Avoiding Common Mistakes The cost of failure is too high. There are little or no rewards for success. People are not willing to change. There is too much bureaucracy.

25. Session Eight: Creating and Selling Your Ideas The Nine Stages The Intrapreneurial Process (I) Creating the Idea Expanding the Idea Creating Discussion Points Selling the Idea Screening the Idea ExperimentationLive TestsImplementationFeedback

26. Session Eight: Creating and Selling Your Ideas How Do I Know If I Have a Good Idea? Everyone can be an intrapreneur and think of an idea! Carry a notebook or a voice recorder with you. Conduct a brainstorming session. Once you have chosen an idea, you should be able to determine whether it will get approval. It can also help to get feedback from others. The Intrapreneurial Process (II)

27. Session Eight: Creating and Selling Your Ideas Spend ten minutes writing down as many project ideas as can think of. Try to come up with at least 20 new ideas. There are no bad ideas at this stage. Making Connections, Part One

28. Session Eight: Creating and Selling Your Ideas What does my product or process look like? What problem is this product or process solving? How do I know that others would be interested in this product or process? Who would my customers be? Is there an opportunity to turn the product or process into a customer-focused experience? What are the related costs of this process or product? Making Connections, Part Two

29. Session Eight: Creating and Selling Your Ideas Questions to ask during the screening phase: The cost The risk The opportunities The barriers The focus The impact The strengths The potential Screening the Ideas (I)

30. Session Eight: Creating and Selling Your Ideas Sample Screening Chart Screening the Ideas (II) Below AverageAverageAbove Average Cost Risk Opportunities Barriers Company Focus Customer Focus Impact Strengths Potential for Success

31. Session Eight: Creating and Selling Your Ideas Tips and Tricks You must be clear and direct. It’s all about the presentation. You have five seconds! Show your passion. Know the benefits. Selling Your Ideas

32. Session Nine: Pre-Assignment Review Use the idea that you brought as your pre- assignment. Prepare a poster of your idea using visuals and/or ten words or less. Create a two-minute (or less) elevator speech. Part One

33. Session Nine: Pre-Assignment Review Parts Two and Three Below AverageAverageAbove Average Cost Risk Opportunities Barriers Company Focus Customer Focus Impact Strengths Potential for Success

34. Session Nine: Pre-Assignment Review How did you feel about selling your idea? What learning points did you take away? What changes did you make to your idea as a result of the feedback given? Part Four

35. Session Ten: The Implementation Plan Components of the Implementation Plan Description of your idea People affected by the process or product Methods of selling your product or process to management or customers Financial projections

36. Acme Widgets Inc. Income Statement – Project A For the Month Ended July 31, 20xx (First Month of Implementation) REVENUE Sales $75,500 Total Revenue $75,500 EXPENSES Wages$32,200 Advertising$11,500 Purchases$8,000 Office and supplies$6,000 Administration$4,500 Electricity$3,300 Telephone$1,500 Rent$1,000 Insurance$1,000 Interest$200 Total Expenses $69,200 NET INCOME (LOSS) $6,300