Bayerischer Innovationskongress 2017
W ork in Progress!
Prof. Dr. Sean Patrick Saßmannshausen
Professur für Betriebswirtschaft und Entrepreneurship
OTH Regensburg
sean.sassmannshausen@oth- regensburg.de
Corporate Entrepreneurship: Was
etablierte Unternehmen von Start- ups
lernen können – und umgekehrt
Prof. Dr. Sean Patrick Saßmannshausen 1
S. 2
Motivation / Ausgangslage
Prof. Dr. Sean Patrick Saßmannshausen
S. 3
Invention Innovation ImitationPerfection
USA
Germany
South-East- Asia
Japan, Korea
National / cultural profiles of strength and weaknesses in the innovation cycle
Prof. Dr. Sean Patrick Saßmannshausen
S. 4
Invention Innovation ImitationPerfection
USA
Germany
South-East- Asia
Japan, Korea
National / cultural profiles of strength and weaknesses in the innovation cycle
Prof. Dr. Sean Patrick Saßmannshausen
S. 5
Invention Innovation ImitationPerfection
USA
Germany
South-East- Asia
Japan, Korea
National / cultural profiles of strength and weaknesses in the innovation cycle
Prof. Dr. Sean Patrick Saßmannshausen
S. 6
Invention Innovation ImitationPerfection
USA
Germany
South-East- Asia
Japan, Korea
National / cultural profiles of strength and weaknesses in the innovation cycle
Prof. Dr. Sean Patrick Saßmannshausen
S. 7
Invention Innovation ImitationPerfection
USA
Germany
South-East- Asia
Japan, Korea
National / cultural profiles of strength and weaknesses in the innovation cycle
Prof. Dr. Sean Patrick Saßmannshausen
S. 8
Invention Innovation ImitationPerfection
USA
Germany
South-East- Asia
Japan, Korea
National / cultural profiles of strength and weaknesses in the innovation cycle
Prof. Dr. Sean Patrick Saßmannshausen
S. 9
• Risk- avers Entrepreneurs and Enterprises
• Focus in invention- and innovation is on Optimizing existing portfolios, not on inventing new categories
• Dark side of the „Hidden Champion“ Phenomena: Being top innovative – but only in a very small nice market…
• Technology centered development – instead of Opportunity / driven innovation management systems (“Technology- vs. Innovation management”)
• Weak links in management between technological driven innovation arena and strategic reasoning and business model development
• Risk avers, “Technik- feindliche” public Opinion – “German Angst”
• Risk- und opportunity- avers population that is driven by maintaining the status- quo, safety and security
Potential reasons for Germany‘s weakness in new market innovation
Prof. Dr. Sean Patrick Saßmannshausen
S. 10
Innovation management asexecutive function
Recognizing, shaping or creating Opportunities
(unternehmerische Gelegenheiten)
OrganisationalLeadership
DelegationManagement of creativity and
Innovation
Strategic Leadership
Strategic direction of innovation (top down) and/or
selection of projects (bottom up / side in)
Gain time in order tobe able to ask theright questions, tothink aboutfundamental questions and topicture the future
Create infrastructural, corporate cultural, motivational andprocess- & structuralorganizationalrequirements
Which ideas andinventions will whenand how(and towhich extent) beimplemented? In-house or as Spin- off?
Prof. Dr. Sean Patrick Saßmannshausen
S. 11
Unter-nehmerischeGelegenheit
Existiert unabhängig
vom Entrepreneur
Wird durch den
Entrepreneurerschaffen
Prof. Dr. Sean Patrick Saßmannshausen
Natur unternehmerischer Gelegenheiten
„Discovery-View“
(Entdecken)
„Creation-View“
(Kreieren, „Enactment“)Theoretisch hätte jeder
auf die Geschäftsidee kommen können
Idee ist eng mit dem Individuum verknüpft
Corporate Domain Start-up Domain
S. 12
Wachstumsorientiertes, innovatives
Unternehmertum (Entrepreneurship)
Small and Medium Business OwnerManagement
(Klein- und Mittel Unternehmen)
Unt
erne
hmen
swer
t
Prof. Dr. Sean Patrick Saßmannshausen
Natur unternehmerischer Gelegenheiten
Gründungsformen
„Kleinere“ Freiberufler und „Solo-Selbständige“
(Kleinstunternehmen)
Typisch: • Geschäftsmodell
„skaliert“ nicht – mehr Umsatz bedeutet meist auch proportional mehr Aufwand,
• natürliche Wachstumsschwellen
• geringe Anfangsinvestitionen,
• stabile Einkommenssituation
Typisch: • Mittleres Investition -
Niveau, • Unternehmens-
wachstum ebbt nach anfänglichem Erfolg ab und verharrt länger auf stabilem Niveau
• Typischer Produkt- / Markt-Lebenszyklus
Wachstumsorientiertes, innovatives
Unternehmertum (Entrepreneurship)
Typisch: • Hohes Investition -
Niveau, • Lange F&E-Phase bis
Markteintritt • Bei Erfolg
exorbitantes Wachstum und Wertsteigerung
• Innovationsbasiert• Dabei hohes Risiko
Unt
erne
hmen
swer
t
+
-
S. 13
Ursprung Kreativität Innovation Asymmetrien zw. Märkten Strukturelle Lücken Institutional
Entrepreneurship
Beschreibu
ng
Kunstgewerbe, Produkt‐Entwicklungen und Angebote die per se auf keine latente Nachfrage treffen; es bedarf nicht nur der Kreativität und Energie in Bezug auf das Produkt, sondern auch für seine Durchsetzung am Markt => Creative Enactment => hohes Risiko, nur schwer prognostizierbar
Innovationen bilden die Grundlage des Geschäftskonzepts. Produkte, die den Abnehmern bislang unbekannt waren werden in den Markt gebracht und durchgesetzt; trifft meist auf latente Nachfrage
=> The Entrepreneuras Disequilibrator =>Schöpferische Zerstörung
Entrepreneurenutzen Asymmetrien zwischen Märkten für Arbitrage‐Geschäfte mittels Handel, Produktion oder Dienstleistung; Die Gründungschance existiert objektiv und damit unabhängig vom Gründer
=> The Entrepreneuras Equilibrator =>Gründer macht sich ggf. selbst obsolet
In Märkten bestehenoder entstehen strukturelle Lücken, zwischen Angebots‐bestandteilen, die, oft als Nischen, zur strategischen Positionierung von Start‐ups dienen können, um solche Lücken zu schließen, z.B. Angebots‐ oder Dienstleistungslücken=> Netzwerke und Nischen => natürliche Preisobergrenzen
Typ A: Gründer nutzen institutionelle Veränderungen, z.B. Gesetzesänderungen als Geschäftschance; Typ B: Gründer schaffen neue, bislang unbekannte Handlungsoptionen und bewirken durch ihr Angebot institutionelle Veränderungen => Struktur‐verändernd innovativ=> Soziale Innovationen
BeispieleKünstler mit neuerMaltechnik, Bildhauer
Bayer (Aspirin)Daimler Benz (Auto)
Starbucks Trockenpilze
Adobe Acrobat ReaderFlottenmanagement
Typ A: FlixbusTyp B: Crowdfunding
AutorenKirzner & Sautet (2006), Henry (2007) Rae (2005)
Schumpeter (1911,1912/1997) Davidsson (2005)
Kirzner (1973/1978,2009); Shane 2003
Burt (1992/2009, 2000)Walker, Kogut & Shan (1997)
Carland et al. (1984)Davidsson (2005)
Natur unternehmerischer Gelegenheiten
Prof. Dr. Sean Patrick Saßmannshausen
S. 14
Innovationen
„Red Ocean“
Improvingstrategic position
in existingmarkets
„Blue Ocean“
Creating newmarkets
Strategic LeadershipStrategic Leadership
Prof. Dr. Sean Patrick Saßmannshausen
S. 15
Areas of Risk Adjusted Business Planning
Areas of Business Planning
Idea: Product, Service
Ideation, Mock- up, Prototype, Serial
Prototype, Testimonials
Goals
Commercial, social, technological,
growth, potential exit
Business Model & Enterprise Structure
Canvas, valuecreation and
capturing, deal structure, sales
Resources
Needs, stages, sources, prices
Prof. Dr. Sean Patrick Saßmannshausen
CorporateDecision
Parameters
Start- up Decision
Parameters
Innovationsmanagement –Intrapreneurship –Corporate Entrepreneurship
Prof. Dr. Sean Patrick Saßmannshausen 16
S. 17Prof. Dr. Sean Patrick Saßmannshausen
Prozess Entstehung neuer Produkte
Corporate
Strategische Direktive
Interne Legitimierungs‐prozesse
Interne Barrieren
Entscheidung folgt Unternehmenspolitik
Interne Ressourcen‐bereitstellung,
internalisierte Risiken
Start‐up
Spontan, Prior Knowledge
Externe Legitimierungs‐prozesse
Externe Unterstützung
Entscheidung folgt Marktakzeptanz und
Befähigung
Externe Ressourcen‐bereitstellung,
externalisierte Risiken
S. 18
Quelle: Lynda Applegate, Janet Kraus, and Timothy Butler (2016) im Internet unter http://hbswk.hbs.edu/item/skills- and- behaviors- that- make- entrepreneurs- successful
Prof. Dr. Sean Patrick Saßmannshausen
Skills and Behaviors that Make Entrepreneurs Successful
Gründerpersönlichkeit – Forschung der HBS
S. 19Quelle: Lynda Applegate, Janet Kraus, and Timothy Butler (2016) im Internet unter http://hbswk.hbs.edu/item/skills- and- behaviors- that- make- entrepreneurs- successful
Prof. Dr. Sean Patrick Saßmannshausen
Skills and Behaviors that Make Entrepreneurs Successful
Gründerpersönlichkeit – Forschung der HBS
S. 20
1.Identification of Opportunities. Measures skills and behaviors associated with the ability to identify and seek out high- potential business opportunities.
2.Vision and Influence. Measures skills and behaviors associated with the ability to influence all internal and external stakeholders that must work together to execute a business vision and strategy.
3.Comfort with Uncertainty. Measures skills and behaviors associated with being able to move a business agenda forward in the face of uncertain and ambiguous circumstances.
4.Assembling and Motivating a Business Team. Measures skills and behaviors required to select the right members of a team and motivate that team to accomplish business goals.
5.Efficient Decision Making. Measures skills and behaviors associated with the ability to make effective and efficient business decisions, even in the face of insufficient information.
6.Building Networks. Measures skills and behaviors associated with the ability to assemble necessary resources and to create theprofessional and business networks necessary for establishing and growing a business venture.
7.Collaboration and Team Orientation. Measures skills and behaviors associated with being a strong team player who is able tosubordinate a personal agenda to ensure the success of the business.
8.Management of Operations. Measures skills and behaviors associated with the ability to successfully manage the ongoing operations of a business.
9.Finance and Financial Management. Measures skills and behaviors associated with the successful management of all financial aspects of a business venture.
10.Sales. Measures skills and behaviors needed to build an effective sales organization and sales channel that can successfully acquire, retain, and serve customers, while promoting strong customer relationships and engagement.
11.Preference for Established Structure. Measures preference for operating in more established and structured business environments rather than a preference for building new ventures where the structure must adapt to an uncertain and rapidly changing business context and strategy.
Prof. Dr. Sean Patrick Saßmannshausen
11 dimensions of Entrepreneurial Leadership (zum Nachlesen):
Gründerpersönlichkeit – Forschung der HBS
S. 21Prof. Dr. Sean Patrick Saßmannshausen
Was motiviert Menschen generell, jenseits der Triebe?
Gründungsmotivation
S. 22
ABCD- Schema
a. The drive to Acquire mehr erlangen, sichpers. u. materiell entwickeln
b. The drive to Bond Zugehörigkeitsgefühl, Team
c. The drive to Comprehend Sinnhaftigkeit der Tätigkeit
d. The drive to Defend Verteidigen, was erreicht wurde
Prof. Dr. Sean Patrick Saßmannshausen
Was motiviert Menschen generell, jenseits der Triebe?
Gründungsmotivation
Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review, 86(7/8), 78.
S. 23
• Underlying assumption Acting entrepreneurially and being creative is
something people choose to do (or not). Top management of an organization can influence that
choice by the corporate environment that it creates.
• Fostering environment Enhances organizational members’ perceptions of entrepreneurial action and creativity as both feasible and desirable.
Entrepreneurial Intentions and Creativity in Existing Organizations
Prof. Dr. Sean Patrick Saßmannshausen
S. 24Prof. Dr. Sean Patrick Saßmannshausen
Vier Grundformen der Grü ndungsmotivation
Gründungsmotivation
Gründungs-motivation
S. 25Prof. Dr. Sean Patrick Saßmannshausen
Gründungsmotivation
Outside Discouragements
Inside Encouragements
Disadvantages Ideas
Gründungs-motivation
Vier Grundformen der Grü ndungsmotivation
S. 26Prof. Dr. Sean Patrick Saßmannshausen
Grün-dungs- idee
Grü nderperson: Expertise Motivation Kreativität
Prior Knowledge (Vorwissen)Vgl. Shane 2003: General Theory.
Corporate Innovation Walls
Prof. Dr. Sean Patrick Saßmannshausen 32
S. 33
Why? Confronted with creative ideas, human beings in organizations often have:
• Anxieties
• Contrary opinions
• Constant or acute fears
• Concerns about changing status and resources
• Basic skepticism about all new ideas
• An attention problem due to constant information overload they feel they can’t deal with more / with new ideas
Thus, human nature and group dynamics often work against creative ideas.
Creative ideas often get shot down in organizations
See Kotter, J.P. (2010), Harvard Business Review, Oct., p. 129.
Prof. Dr. Sean Patrick Saßmannshausen
S. 34
Five common strategies in shooting down creative ideas
Denial andingnorance
Fear‐mongering
Death byDelay Confuse Ridicule
See Kotter, J.P. (2010), Harvard Business Review, Oct., p. 132.
Strategies can be combined or carried out in sequence, strategies may be executed unconsciously due to basic human behavior and perceptions or
due to an creativity-unfriendly environment
Prof. Dr. Sean Patrick Saßmannshausen
S. 35
Christensen et al., HBR, Jan. 2008
Prof. Dr. Sean Patrick Saßmannshausen
S. 36
Dissatisfaction with aspects on one’s job often motivates launch of a new venture.
Experience leads to the ability to recognize / sense opportunities early (intrinsic, non- tacit knowledge)
Such experienced managers / employees sense opportunities
This applies especially to managers /engineers that have combined technological experience and market/distribution/customer knowledge
Intrapreneurs can‘t convince top management of opportunities
Can‘t acquire corporate resources in a timely manner.
Corporate red tape barriers.
Demotivation and job exit of best talents.
Launch of new competitor.
The Challenge I
Prof. Dr. Sean Patrick Saßmannshausen
S. 39
Corporate Entrepreneurship – The two- sided Challenge
Demotivated Intrapreneurs Lack of strategic
Innovations
Prof. Dr. Sean Patrick Saßmannshausen
S. 40
• Resistance against flexibility, growth, and diversification can, in part, be overcome by developing a spirit of entrepreneurship within the existing organization.
A method of stimulating, and capitalizing on, individuals in an organization who think that something can be done differently and better.
• Increase in corporate entrepreneurship reflects an increase in social, cultural, and business pressures.
• Hyper competition with “Red Queen Effects” has forced companies to have an increased interest in certain areas:
New product development.
Diversification.
Increased productivity.
Decreasing costs by methods such as reducing the company’s labor force.
Additional Causes for Interest in Corporate Entrepreneurship
Prof. Dr. Sean Patrick Saßmannshausen
S. 41
• Entrepreneurs diverge significantly from the bureaucratic organization in: Nature of the enterprise they search. Opportunism. The institution. Individuality, Life style, need for independence, A- type
behavior. Need for direct feedback and accountability.
• Ethics and ethical behavior of the entrepreneur is also of importance.
Entrepreneurs’ Background and Characteristics: Personal Values
Prof. Dr. Sean Patrick Saßmannshausen
S. 42
• Consist of the following four key elements: Creativity: encouragement of creativity, open minded atmosphere
Innovativeness: refers to product and service innovation, with emphasis on development and innovation in technology.
Self- renewal: transformation of an organization through renewal of the key ideas on which it is built.
Pro- activeness: includes initiative and risk taking, competitive aggressiveness and boldness – particularly reflected in orientations and activities of top management.
To achieve new business venturing in terms of corporate venturing; refers to creation of a new business within an existing organization.
Corporate Entrepreneurial Endeavors
Prof. Dr. Sean Patrick Saßmannshausen
S. 43
The Intention to Act Entrepreneurially
• Entrepreneurial intentions: motivational factors that influence individuals to pursue entrepreneurial outcomes.
• Perception of feasibility leads to an entrepreneur’s self- efficacy. Entrepreneurial self- efficacy: conviction that one can successfully
execute the entrepreneurial process. Perceived desirability: degree to which an individual has a
favorable or unfavorable evaluation of the potential entrepreneurial outcomes
Prof. Dr. Sean Patrick Saßmannshausen
S. 44
Leadership driven:entrepreneurial
corporate culture, vision and identity
Leadership driven:entrepreneurial
corporate culture, vision and identity
fostering creativity and
filling a pool of new ideas
fostering creativity and
filling a pool of new ideas
entrepreneurship trainings for
(future) corporate entrepreneurs
entrepreneurship trainings for
(future) corporate entrepreneurs
opportunity identification, creation and
valuation
opportunity identification, creation and
valuation
pool of risk capital= corporate
venture capital+ Mentors and
promoters
pool of risk capital= corporate
venture capital+ Mentors and
promoters
inside out and outside in
development of new businesses
inside out and outside in
development of new businesses
Start exploitation of opportunities Start exploitation of opportunities
internalize new business units or
exit
internalize new business units or
exit
adopt appropriate reward system,
esp. for corporate entrepreneurs and
innovators
adopt appropriate reward system,
esp. for corporate entrepreneurs and
innovators
Exemplatory Elements forCorporate Entrepreneurship
Prof. Dr. Sean Patrick Saßmannshausen
S. 45
Organization positive towards frontiers of technology.
New ideas encouraged.
Trial and error encouraged.
Failures allowed.
No opportunity parameters.
Resources available and accessible.
Multidiscipline teamwork approach.
Long time horizon.
Volunteer program.
Appropriate reward system.
Sponsors and champions available.
Support of top management.
Climate for Corporate Entrepreneurship
Prof. Dr. Sean Patrick Saßmannshausen
S. 46
Entrepreneurial Orientation –a model related to CE
Prof. Dr. Sean Patrick Saßmannshausen
S. 47
Value
Profit
Propo-
sition
People
The three Strategy Propositions
Prof. Dr. Sean Patrick Saßmannshausen
Vielen Dank für Ihre Aufmerksamkeit
Prof. Dr. Sean Patrick Saßmannshausen
sean.sassmannshausen@oth- regensburg.de
48