1. Design Thinking for Intrapreneurs:
Being an Entrepreneur when you
have to color within the lines

2. Who is an Intrapreneur?
Intrapreneurs are "dreamers who do. Those who take hands- on responsibility for creating innovation of any kind, within a business."
- Gifford Pinchot III
Photo credit:

3. Personal Case Study: ERP Advisory Services
Low Skill Gap High
ERP benefit realization assessment
ROI assessment
Compliance sustenance
IT Strategy Roadmap
Process Benchmarks
ERP / package selection
Business Application Assessment & Alignment
Change Management
ERP footprint expansion - feasibility & benefits assessment
ERP / package scoping
Fit-gap analysis
Quality Assurance – Integrated testing
Data migration management
Package configuration
Short term– offering docs, methods prepared within a month
Medium Term – capability development in a quarter
Long term – capability development in 6 – 9 months
Conceptualize,
Evaluate, Select
Declining
Relevance
Implement
Enhance
Value
Manage
Package Functional
Technical / Techno-functional
Business / Process Analysts
Low Effort Gap High

4. What Lessons can be Learned from Qwickster?
Do Intrapreneurs rush where Business Leaders fear to tread?

5. Don’t Ignore Vision, Mission, Goals, and Objectives of your Organization
I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth.
- President John F. Kennedy, May 25, 1961

6. Rescued by Design Thinking
Quest for the Great Idea
Designing the Value Proposition
Fleshing out the Business Model
Validation: Get out of the Campus
Show me the Money
Off to the Races
Inspired by:

7. Know Your Customer / Audience
Pains
Gains
Jobs
extreme
moderate
essential
need to have
important
insignificant

8. The Value Proposition Canvas
Copyright: Picture credit:

9. What is a Business Model?
Logical view of how an organization, through its structure and processes, achieve its strategic objectives, by providing products / services to its customers
Rationale of how an organization creates, delivers, and captures value
Stories that explain how enterprises work
A set of assumptions or hypotheses
One part includes activities for making something, the other has activities to sell those
Photo credit:

10. Frequently Asked Questions
What will you do?
Who would you help?
How would you connect?
How do you keep in touch?
Who will help you?
How do you do it?
What do you need?
How & how much will you earn?
What will it cost?
Photo credit:

11. Back to the Questions Who will help you? How will you do it?
What will you do?
How do you keep in touch?
Who would you help?
What do you need?
How would you connect?
What will it cost?
How much will you make?

12. Customer Relationships
Business Model Canvas
Key Partners
Key Activities
Value Proposition
Customer Relationships
Customer Segments
Key Resources
Channels
Cost Stucture
Revenue Streams
CC BY-SA 3.0

13. Mission Model Canvas Key Partners Key Activities Value Proposition
Buy-in & Support
Beneficiaries
Key Resources
Deployment
Mission Budget
& Cost
Mission Achievement
& Impact Factors
CC BY-SA 3.0

14. Building up the Model
The Business Model Canvas rarely results in a neat, simple model
Sometimes each of the layers has offerings for same customer segments
Layers are often cross connected e.g. donors and beneficiaries in non profits.
John Hagel and Marc Singer say businesses have three components: Customer Relationship, product innovation, and infrastructure.

15. Validate the Model
Testing hypothesis is less costly than a Lessons Learned exercise.
Document hypotheses, tests, & learnings.
Resource from

16. Would the Model Survive in the Wild?
Technology
Culture
Regulatory
Trends
Stakeholder
Segments
Alternate Products
Industry
Market
Cost / Revenue
Competition
Demands
Economy
Global Market
Resources
Infrastructure

17. Pivot/Innovate: Where do you Start?
Question: Where do you start?
Answer: It depends  … on the situation you are in.
Resource driven
Finance driven
Offer driven
Customer driven
Multi-directional
Resource Driven
Offer Driven
Finance Driven
Customer Driven

18. Something to Remember
No matter how brilliant your hat (idea or design) is, you need a (organization) structure to hang it on.

19. Further Reading The Lean Startup – Eric Ries
What Is a Business Model? - Andrea Ovans (Jan 23, 2015) HBR
Business Model Generation – Alexander Osterwalder & Yves Pigneur
For templates & other resources, go to
Value Proposition Design – Alexander Osterwalder & Yves Pigneur
Will It Fly? - Pat Flynn
The Business Model Navigator: 55 Models That Will Revolutionise Your Business – Oliver Gassmann, Karolin Frankenberger, Michaela Csik
Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation – Patrick Van Der Pijl, , Justin Lokitz, Lisa Kay Solomon, Erik van der Pluijm, Maarten van Lieshout
Download templates at

20. Thank You Saumya Ganguly Obligent Consulting shoumo@obligent.com
(347)