Innovation and Scaling for Impact forces us to reassess how social sector organizations create value. Drawing on a decade of research, Christian Seelos and Johanna Mair transcend widely held misconceptions, getting to the core of what a sound impact strategy entails in the nonprofit world. They reveal an overlooked nexus between investments that might not pan out innovation and expansion based on existing strengths scaling. In the process, it becomes clear that managing this tension is a difficult balancing act that fundamentally defines an organization and its impact.
The following table summarizes the three corporate business plans we will review. Each competition was independently created to uniquely reflect the goals and culture of their respective host companies. Man on the Moon Danfoss has become a mature company operating in mature markets.
Entrepreneurship and radical innovation, formerly hallmarks of the company, have been on the wane. The original objectives of the competition were to stimulate cultural change that embraced entrepreneurial skills and behaviors. It was eventually discovered that great business ideas were emerging from the competition, which now includes radical business innovation as a goal.
The competition has created additional deal flow for the corporate venturing unit and has helped to identify employees with entrepreneurial talents for their most promising new ventures.
Man on the Moon and related activities are coordinated and sponsored by the Danfoss Ventures department. The competition is open to all Danfoss employees.
Competitors retain the responsibilities of their normal jobs while competing on a spare time basis. The competition seeks proposals of three types: Each year a specific theme is chosen based on challenges the company is expected to face in the coming years.
Employees compete in teams of people created during an initial selection period. Functional and personal diversity within the teams is strongly encouraged. Based on a one-page summary, about 12 teams are chosen to compete in the first round.
During this phase, the focus is on strengthening the ability of the teams to articulate their value proposition through a strong one-minute elevator pitch. A one-day networking, training, and team building event kicks off this first phase.
During this next six-week phase, the focus shifts to business concept development. The teams work to build a strong business model, incorporating customer insights and commitment, financial forecasts, and a solid understanding of the resources required for execution.
Instruction in entrepreneurship and business acumen is provided as the competing teams finalize their entries through a mix of live training classes and online courses, as well as coaching from Danfoss Ventures. A winner and runner up are chosen. The participants receive development resources for needed travel, market analysis, demos, patents, and consultants.
Teams are allowed to use internal and external resources. Possibly the most valuable resource arises from leveraging the global resources of the Danfoss Group and its 23K employees. The competition has minimal formal rules to allow for creativity and to encourage initiative.
One incentive to participate is increased visibility among company executives. The competition is a valuable career development opportunity.
At the conclusion of the competiton, participants can choose to pursue a more entrepreneurial path within Danfoss. For many other participants, the commercialization of their idea is the most important reward.
Team members have the option of participation in this incubation phase. Each proposal is developed using established corporate venturing processes, which ultimately lead to a decision to either incubate as stand-alone businesses, integrate into existing businesses, spin out, or reject.
To date, two ventures have been funded in incubation, three have been funded and formally launched as new businesses inside existing businesses, and on average one proposal is spun out after every other year of the competition. Man on the Moon Participation Hewlett-Packard: The competitions are run entirely by volunteers under the sponsorship of the Chief Technology Officer and a senior executive responsible for technology and product development.
The competition has been held twice. It seeks to teach and promote entrepreneurial behaviors such as passion, resourcefulness, flexibility, and skillful promotion.
It also aims to improve overall business acumen and presentation skills, particularly among the scientific and engineering community.
The first competition, Flashpointoffered an opportunity to benefit from that competition experience but made no advance commitment to the incubation of winning proposals. The second competition, Flashpoint 2. Teams were challenged to develop business proposals targeting that area of business.
This proved to be a far more attractive competition structure, and participation doubled as teams found the lure of seed funding a compelling attraction. HP employees compete in Flashpoint in teams of people.
After registering, the teams create two-page executive summaries, a simple format that presents a low barrier to entry.
Since it is a primary goal of Flashpoint to teach business planning skills, it is important to attract potential competitors who do not already possess those skills.The International Small Business Journal Asia-Pacific Journal of Management Research and Innovation Journal of Entrepreneurship and Innovation in Emerging Economies View More View Fewer.
SAGE Video Streaming video collections. SAGE Knowledge The ultimate social sciences library. It should be emphasized that the results of Córdoba-Vega & Naranjo-Valencia (), based on EDIT () data, derived from study of the relationship between innovation investment and innovative results, reveal that the only significant relationship found was in the case of medium-size companies.
Representing a broad range of management subjects, the ICMR Case Collection provides teachers, corporate trainers, and management professionals with a variety of teaching and reference material.
The collection consists of Leadership and Entrepreneurship case studies and research reports on a wide range of companies . Case Studies Book on Entrepreneurship and Innovation & Business creation and management Uploaded by Cognosfera The case studies relate to different business sectors, and concern different entrepreneurial stages such as start-up, growth and management of a company.5/5(1).
Christian Seelos is a Visiting Scholar at the Stanford Center on Philanthropy and Civil Society and the Leo Tindemans Chair of Business Model Innovation at the University of Leuven.. Johanna Mair is Professor of Management, Organization, and Leadership at the Hertie School of Governance and Hewlett Foundation Visiting Scholar at the Stanford .
Therefore, case studies of Moroccan entrepreneurial that emphasize its pivotal role in new venture creation and management: “new business Innovation and entrepreneurship The conceptual relationship between entrepreneurship and innovation has beendiscussed in.