My 3 Biggest Takeaways from the Intrapreneurship Conference in Toronto
Last week I was able to attend the Intrapreneurship Conference in Toronto. The conference is an international gathering place and knowledge exchange for those practicing or interested in intrapreneurship. While there are variations of the definition, an intrapreneur is essentially an employee that brings an entrepreneurial mindset and behaviors to a large-scale enterprise. At the Intrapreneurship Conference there is a great deal to be learned from experienced keynote speakers and interactive whiteboard sessions that bridge industry and disciplinary divides.
I became involved in the conference through my thesis work and research. As I searched for a community of intrapreneurs that shared my interests and passions surrounding maverick and entrepreneurial behavior in large-scale enterprises, I came across the Intrapreneurship Conference as a rare community that engages both online and in person.
While there was an immense amount of exciting information to learn and discuss, there were three main themes that stood out to me as the most pivotal for any creative, renegade employee looking to bring an entrepreneurial mindset to their organization.
1. Stop using the word ‘innovation’
It is clear that the word ‘innovation’ has become so overused, it can seem it has lost its true meaning entirely. As a term, ‘innovation’ has become marketing language rather than a true differentiating activity. However it’s important to not lose the energy and drive that true innovative activity engenders. Several of the speakers at the conference stated some variation of the following statement:
“If you work for a company that has job titles with the role ‘innovation’ your company is not innovative. Everyone should be involved in the innovation process.”
While I don’t doubt that there are forward-thinking and creative individuals with job roles with the title ‘innovation’, the idea that a particular person or group of employees should be assigned to ‘innovate’ is superficial at best. Innovation isn’t a task, or even a responsibility. It’s the result of many factors coming together in response to cultural and social trends. It’s the widespread adoption of a new behavior, that may or may not be facilitated by any particular product or service. Regardless of how you define innovation, it is too elusive, too pervasive, to be assigned to any particular individual or group.
As with anything worth achieving, the preoccupation with planning, strategizing, and discussing can often hinder the actual end goal itself. I think the theme from the conference of “stop using the word innovation” can be expanded to a higher level theme of “stop talking and start making.” Many attendees explained that their companies had an abundance of great ideas, but they were absolutely unsure of how to make those ideas tangible. When we practice the act of making and prototyping with our hands rather than trying to convince with our words, progress towards an end goal with amplify. Show, don’t tell. Convince with things rather than words.
2. The greatest momentum for change comes from people, not methods
The number of methods, frameworks, best-selling books, and best practices centered around innovation and intrapreneurship is overwhelming. Is there really a best option? How does one choose? Despite the quality and effectiveness of many of the methods presented during the conference, it was always the energy and excitement of the participants that made the real difference in the outcome and experience of the activity. Often, participants were chatting so excitedly about ideas that the moderators struggled to get them back into the next step of the activity. This is a sign of success! At the end of the day, no number of post-its, whiteboard diagrams, or journey maps leads to creative output. It’s the people, the participants, who create and fight for their ideas. Many of the intrapreneurs at the conference often feel isolated in their respective companies. The excitement they get from exchanging and discussing with fellow intrapreneurs is palpable. The casual meeting of two conference attendees, somehow seated side by side, is what will lead to the next dynamic duo or the impetus of a creative group. What framework they choose to leverage or not leverage is inconsequential once the human connection and the drive to create together has been established.
3. Be clever, maintain a sense of humor
The idea of trying to change or influence a large organization is daunting. The sentiment that “innovation in a large organization is like pushing water uphill” was shared humorously, but quite accurately, during closing remarks. The issue is, if we view intrapreneurial activities as such an uphill battle, we may never make any headway. There is a fear that we are never fully equipped. Spoiler alert: as an intrapreneur in a large organization you will never be fully equipped! We must frame this reality as a positive rather than a detriment to the activity altogether. During a whiteboard session we were asked to state one quality that all intrapreneurs should embody. Many participants stated very important and apt qualities including resilience, persistence, and focus. I chose to say that an intrapreneur should be clever. This idea of cleverness, even mischievousness, is paramount to the long-term success of the intrapreneur. You don’t need all the supplies, all the funding, or all the support. You just need to be a little clever. Do something small, find a creative workaround, have a little fun. We have taken on innovation and intrapreneurship with such grave necessity and seriousness that we forget many of the world’s innovations were derived from a little cleverness and necessity. Airbnb started as a way for two roommates to pay their rent in pricey San Francisco. It’s not about having everything before doing anything. It’s about having a need and being a little clever, a little cheeky, to get the job done.
All thoughts expressed are my own. http://www.gabriellacampagna.com/
