“Corporate Hacking, intrapreneurship: can we change the business from the inside? “
I hosted a round table on this theme as part of the Produrable trade fair, in April 2018 in Paris. Five speakers on the platform, a hundred participants. The definitions of corporate hacking and intrapreneurship with regard to “start-up culture” were fruitfully debated. You will find the details of this round table here. Here is a reminder of the conclusions of the round table and the link with a conception different from that commonly accepted of the company itself.
“Changing the company from the inside”, isn’t it ultimately integrating the “start-up culture” into one’s organization?
Here are two main features of the start-up culture that have been updated, useful to maintain their agility and sustainability.
- Another relation to time to develop productivity. Start-ups are called upon to reconcile both short and long periods in order to grow their activity. They combine “development sprints” and frugal innovation. Frugal innovation is the principle that “Done is better than perfect”. We must not waste time with over-quality. Delivering is more essential than “excellence” (I will come back to this point soon.)
“Done is better than perfect”
- Another management posture to attract and retain talent. It is a posture that is based on three fundamental behaviors. Encourage everyone to master the meaning from his work. Support the right to experiment, which allows among other benefits to identify leaders within the organization. Finely favor the creativity and dialogue.
“Changing the company from the inside”, isn’t it first that the majority of the members change their conception of it?
What changes everything is the very conception of companies.
Is it a well-oiled machine, with people holding the wheel and others running the machine?
Or is it an organic organization? Corporate hackers certainly see the organization as a living organism. The company is what everyone makes of it on a daily basis. Thus, corporate hackers behave like managers who fully embody the posture described above. (see the characteristics above)
The company is what everyone makes of it on a daily basis.
And I must point out that this is not unique to the start-up. My digital tour within Google, Facebook and Apple in May 2018 allowed me to realize that the most mature companies are able to share the same characteristics, including on a large scale, in multi-sites around the world. .
We can draw a parallel between digital culture and security culture in companies.
Patrick Hudson highlighted 5 types of safety culture: pathological, reactive, calculated, proactive and generating.
You will have won when most employees know how to apply the reflexes and behavior to themselves … and be careful that their peers do the same.
Aude Sibuet is Culture Manager. Its expertise is at the crossroads of three areas: corporate communication, change management and social selling. She specializes in supporting the cultural transformation of companies, particularly managerial.