The Intrapreneurial Toolbox PDF Free Download
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The Intrapreneurial Toolbox
Summary: The Intrapreneurial toolbox is a repository of different popular and well-approved
entrepreneurship tools and checklist, as well as new ones created specifically for the MOOC
„Intrapreneurship – Employee-driven Innovation“. This selection of tools can be used in different stages of
our intrapreneurial adventure. Explore this document for concise summaries, hints and links if you want to
deepen your knowledge about a specific tool.
Overview Toolbox
Week 2:
1. Ansoff Matrix
2. Brainstorming
3. Blue Ocean Design & Strategy Canvas
4. Business Model Canvas
5. Design Thinking (P1, P2)
6. Empathy Map
7. Idea Journal
8. Minimum Viable Product (MVP)
9. PESTLE Analysis
10. Speed boat
11. The Value Proposition Canvas
12. What If…? Questions
Week 3:
13. Identifying Potential Stakeholders
14. Stakeholder Communication Strategies
15. Stakeholder List
16. Stakeholder Map
Week 4:
17. Ad Libs
18. DeBono´s Thinking Hats
19. PITCH Canvas
20. Storytelling
21. Free online market research tools
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Tool 1: Ansoff Matrix
Description:
This tool is used to analyze and plan growth strategies by concentrating on two different elements,
namely products and markets. For example, a company can grow by using market penetration; a
“comfort zone”, in which growth is achieved by selling existing products in existing markets. The
other extreme would be diversification, where totally new products are sold in new markets. To find
out which strategy works best for you, use the Ansoff Matrix and evaluated potential risks and
benefits. A nice refinement in the context of innovation is the Innovation Ambition Matrix, nicely
explained by Nagji & Tuff (2012) in the Harvard Business Review.
When to use:
Validation Phase, Growth Phase
Further information:
For more information about the Ansoff Matrix check out this website.
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 2: Brainstorming
Description:
An “oldie-but-goldie”. Invite colleagues, set out brainstorming rules, appoint a moderator, stay with
the topic, do not judge ideas at this stage, work visually, collect and document the outcomes. There
are several variations of the standard brainstorming technique, such as role storming or body
storming.
In our intrapreneurial setting, you should focus on the idea potential in the following dimensions:
How could it change the market? How could it change the customer? How could it change the
people in our organization? How could it change yourself?
When to use:
Ideation Phase
Further information:
Extensive guide to several brainstorming techniques
Body Storming
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 3: Blue Ocean Design & Strategy Canvas
Description:
The Strategy Canvas is a powerful tool developed by Kim & Mauborgne (2005) to help companies
stop trying to beat the competition, but find their own Blue Ocean (= untapped market space with
opportunities for highly profitable growth). It compares competitors according to their
performance on key success factors in order to develop strategies based on creating new market
spaces. This is done by eliminating, reducing, raising and creating new factors – a process also
known as “Value Innovation” where costs decline while value raises. The maybe most well-known
example is Cirque du Soleil which successfully created their own Blue Ocean within the highly
competitive and profit declining Circus industry (a Red Ocean).
When to use:
Ideation Phase, Validation Phase
Further information:
Video “What is Blue Ocean Strategy?” https://youtu.be/8ExRnpy4rPE
Video “What is a Strategy Canvas”? https://youtu.be/AGREE7D8vvU
Kim, W.C. & Mauborgne, R., (2005), Blue Ocean Strategy: How to Create Uncontested Market
Space and Make Competition Irrelevant, United States of America: Harvard Business School Press.
Kim, W.C. & Mauborgne, R., (2010), About Blue Ocean Strategy. (see online)
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Tool 4: Business Model Canvas
Description:
Developed by Osterwalder & Pigneur in 2010, the Business Model Canvas has become maybe the
most popular tool to describe, design, visualize, challenge and innovate your business model. It
consists of 9 building boxes - customer segments, customer relationship, value proposition,
channels, key activities, key resources, key partners, revenue streams and cost structure - which
are mapped out on a pre-structured canvas. It is a very useful tool since it allows you to picture
your whole business plan on a single piece of paper – also in the context of intrapreneurship.
There are manifold adaptations existing to the canvas – for example the Lean Canvas (Maurya,
2011), which connects the Business Model Canvas with the Lean Approach to Startups and MVPs
(see also tool 8).
When to use:
Ideation Phase, Validation Phase
Further information:
Download the canvas, accompanying books (start with Business Model Generation) and further
resources here
Check out this short explanation video: https://youtu.be/QoAOzMTLP5s
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Tool 5: Design Thinking
Video part 1: https://open.sap.com/courses/bizmooc1/items/1mR4lzhQHtp0av9Ux8ZWvN
Video part 2: https://open.sap.com/courses/bizmooc1/items/2elTWnONrryDqtDeJTI2Ur
Karina Piersig explains in the videos the two phases “problem finding” and “solution finding” of
the Design Thinking Process which perfectly supports you in your ideation phase. Here's the link to
the course mentioned in the video: https://open.hpi.de/courses/insights-2017
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 6: Empathy Map
Description:
An Empathy Map provides a structured approach to experience the world as it is perceived by
your customers. Collect what they see, hear, feel, say and do. What are their major pains and
gains.
The Empathy Map captures the perception of a whole group of users, e.g. a certain segment of
your market. It is similar to the concept of a “Persona”. An Empathy Map could e.g. be used as a
tool that helps to collect the different aspects of a Persona. You might also do it the other way
round and use a group of personas to create an empathy map for a certain target group.
Personas, originally, have been employed in software development. The idea is to create an
abstract but nevertheless tangible concept to leverage a more user centered approach in product
development. The concept has successfully been adopted in a variety of other contexts since.
When to use:
Ideation Phase, Validation Phase
Further information:
Detailed Description of an Empathy Map
CC-licensed Empathy Map
Personas concept at interaction-design.org
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Tool 7: Idea Journal
Description:
Every easy 24-7 accessible documentation tool you prefer to use to save your ideas - could be
paper-based, digital voice recorders, camera, notepad, etc. Important: keep your ideas somehow
organized, so that you will be able to find them later on again. Structuring the journal in categories
would be one option to do so.
When to use:
Ideation Phase
Further information:
Example for an idea journal
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Tool 8: Minimum Viable Product (MVP)
Description:
A MVP (Minimum Viable Product) is a version of a new product/service which is providing just the
minimal amount of features that it can be tested by customers to allow further product
development. It could save you from spending too much money on your product/service
development before validating it. The term MVP was coined by Frank Robinson, and further
popularized up by Eric Ries & Steve Blank with the raise of the Lean Startup movement. The lean
start-up is a universal method of introducing new solutions, products, processes. It consists of
three steps: build, measure, learn. By starting small, prototyping (with MVPs) and checking the
results you can follow the cycle to improve and adjust your outcomes to the needs and
expectations of the target audience. This approach has arrived to established companies as well,
and there a catalogues of high and low level MVPs existing.
When to use:
Validation Phase - a very useful tool to mitigate the risks and minimize costs of introducing new
solutions. It is also applied to a cycle of continuous improvement and learning based on feedback
from the market or target audience.
Further information:
Examples: 3 Awesome Minimum Viable Products (MVPs): https://youtu.be/xPJoq_QVsY4
Video “Making sense of MVP (Minimum Viable Product)”: https://youtu.be/0P7nCmln7PM
The Lean Start-Up
Application in business
Good readings in that context:
Ries, Eric (2009): Venture Hacks interview: "What is the minimum viable product?": Ries, Eric
(2011). The Lean Startup
Ries, Eric (2017). The Start-up Way
Maurya, Ash (2012). Running Lean.
Tendayi, Viki, Toma, Dan & Gons, Esther (2018). The Corporate Startup: How established
companies can develop successful innovation ecosystems
Uxpin Guide To MVPs: https://issuu.com/fransiscustobias/docs/uxpin_guide_to_mvps
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 9: PESTLE Analysis
Description:
The PESTLE analysis is a classic tool deriving from strategic management theories. You can use this
framework to analyze and monitor macro-environmental factors that may influence your
organization and, in an intrapreneurial context, also for your environmental analysis within the
organization. Specifically, the PESTLE analysis looks at political, economic, social, technological,
legal and environmental factors. Adapt the tool to your context and think about a weighting of the
factors with regards to your intrapreneurial project. You can add on a scenario analysis. The
results can be used to identify opportunities and threats, which can then be used in the well-
known SWOT analysis.
When to use:
Ideation Phase, Validation Phase
Further information:
You can find more information about the PESTLE and the SWOT analysis right here.
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Tool 10: Speed boat
Description:
Less a tool, but more of an innovation game where you invite your customers and your company
stakeholders to jointly identify and rank their pain points in connection to the problem you want
to solve for them. In the game, you visualize a boat with anchors on a whiteboard. Anchors are
your customer's pains and they will tell you how much speed you loose with each problem. This
helps you to concentrate on the most crucial complaints and problem of your
idea/service/product. An advanced version uses sails as well which represent the pain relievers to
solve the pain points. Combine this exercise when developing the Value Proposition Canvas (see
tool 11).
When to use:
Ideation Phase, Validation Phase
Further information:
The Speed Boat including an example is described here: Gray, D (2011). Speed Boat, in:
Gamestorming, a toolkit for innovators, rule-breakers and changemakers
Further innovation games can be found here
Video example from the Munich Scrum Gathering: https://youtu.be/xwVbcioYvdM
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Tool 11: The Value Proposition Canvas
Description:
Developed on top of the popular Business Model Canvas (tool 4), the Value Proposition Canvas is a
tool to visualize, design and test how you can create value for customers. It is composed of two
parts, the customer profile and the value map, and helps you to nail down your customer's gains,
pains and job and connect them to your idea's value proposition. The result is the basis to draft a
strong value proposition, the heart of the Business Model Canvas.
When to use:
Ideation Phase, Validation Phase
Further information:
You can download the value proposition canvas for free here.
Also, here is a short video explanation: https://youtu.be/ReM1uqmVfP0
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Tool 12: What If…? Questions
Description:
A strong and powerful tool questioning common beliefs. Use “What if” questions to resolve things
which seem absurd, unsolvable, or just too much out-of-the-box. Challenge the status-quo to
unleash new ideas and thoughts.
Examples are
"What if we openly publish all our patents?" (Tesla)
"What if we just sell all our stuff on Amazon?" (IKEA)
"What if we pay with self-created virtual currencies?" (Bitcoin and other crypto currencies)
When to use:
Ideation Phase, but also whenever you are stuck with your idea throughout your intrapreneurial
adventure.
Further information:
Find 30 more examples to potential “What if” questions in an intrapreneurial setting from the
Board of Innovation, an international office specialised in intrapreneurship & business model
innovation here.
Berger, W. (2014). A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas,
Bloomsbury: New York.
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 13: Identifying Potential Stakeholders
Description:
This tool is useful for identifying the people, groups, or teams that could impact or be impacted by
a decision, activity, or outcome of a project. It provides a list of guiding questions that will lead you
through the process.
When to use:
Ideation phase
When you are not sure who is stakeholder of a project
Further information:
identifying-stakeholders.pdf
Tool 14: Stakeholder Communication Strategies
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Tool 14: Stakeholder Communication Strategies
Description:
Communicating with groups of stakeholders cannot be done at random. Your time is limited. This
tool lays out the order stakeholders should be addressed and with what intensity and frequency.
Also it highlights how some stakeholders can help you mitigate resistance of others.
When to use:
Implementation phase
This tool should be used for planning your communication strategy with the four major groups of
stakeholders.
Further information:
Stakeholder-communication.pdf
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Tool 15: Stakeholder List
Description:
It helps to analyze and document relevant information regarding their interests, expectations,
influence and potential involvement.
When to use:
Validation phase
When you need to get prepared to address various audiences in your firm, regarding a new idea,
project or change.
Further information:
Stakeholder-list.pdf
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Tool 16: Stakeholder Map
Description:
This tool introduces a rating scale, based on two criteria: power/influence and potential interest
they hold in your project.
When to use:
Implementation phase
This tool is important and useful for prioritizing your stakeholders.
Further information:
Stakeholder-map.pdf
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 17: Ad Lib
Description:
Ad Lib are pre-formulated sentences with blanks to fill in that help you to nail down and tailor your
value proposition to your customers and differentiate yourself from others.
When to use:
Validation Phase, Pitching Phase
Further information:
An example is provided here.
Video and further explanation including an example.
Ad-lib Value Proposition Template by Strategyzer AG (will be unlocked if you register)
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Tool 18: DeBono's Thinking Hats
Description:
The famous six hats method was developed by Edward DeBono already in 1985, but is still valid
and can be ideally really helpful in an intrapreneurial setting. You can use the tool alone, but it
becomes especially powerful when used in groups, ideally together with your intrapreneurial team
members, stakeholders (especially your sponsors) and potential customers. Make sure the
sessions is being properly moderated (stick to the time, to the hats and let everyone contribute)
and documented. You will receive feedback to your pitch, fish for additional pain points and gain
creators of your idea, and become so much better prepared for the shark tank (the Q&A session
following your pitch). In intrapreneurial settings, a leaner version only consisting of white
(clarification), black (what´s bad about the idea), yellow (what´s good) and green hat (how to solve
the black hat issues) is quite common.
When to use:
Validation Phase, Idea Pitch
Further information:
Video “Creative Thinking Model: 6 Thinking Hats | Digital Learning Assets”: View on YouTube
de Bono, Edward (1985). Six Thinking Hats: An Essential Approach to Business Management. Little,
Brown, & Company. (View online)
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views only of the authors, and the Commission cannot be held responsi-ble for any use which may be made of the information contained therein.
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Tool 19: PITCH Canvas
Description:
The Pitch Canvas - basically the Business Model Canvas for pitching - was developed by TedX
speech coach David Beckett and is a simple and useful tool that helps you to visualize and
structure your pitch on just one page.
When to use:
Pitching Phase
Further information:
Download the pitch canvas right here – the canvas itself is for free
Or listen to “How to give the perfect pitch” with TedX speech coach David Beckett at the Young
Creators Summit 2016 in Amsterdam: https://youtu.be/Njh3rKoGKBo
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Tool 20: Storytelling
Description:
You have the perfect idea, a well-designed pitch deck, but you can't sell it to your audience?
Storytelling wraps up your project in an easy-to-digest and rememberable story. It is a good way to
personalize your idea, make it tangible for the audience and draw up a red thread. Sell Stories, not
Tech!
When to use:
Pitching Phase
Further information:
Follow the 17 steps of the Founder Institute to nail your pitch with storytelling.
Another guide by TechRepublic.
The Importance of Storytelling in Honing Your Pitch by docstoc: https://youtu.be/d-JtQ8cJqeY
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Tool 21: Free online market research tools
Description:
Before speaking to your stakeholders, potential sponsors and decision-makers, you will need to
carry out your own market potential evaluation. At this stage, you will not have resources to carry
out large surveys, focus groups, or other validation approaches. But in today's digital world, there
is a bundle of free tools available to find out more about the market potential of your idea without
spending money and too much time such as Google Analytics Audience tab, Consumer Barometer,
Subreddit Forum Search etc.
Important: This is only applicable for a quick, first initial research. If you really want to validate
your business idea, be aware that you have to leave your computer, the building, talk to
customers, observe your customers, “become” your customer, involve your stakeholders, your
sponsors, your marketing department etc. But because in some cases your decision-makers,
product marketing department might have a different estimation on the market potential of your
idea, it is important to also do your own market research.
When to use:
Validation Phase
Further information:
Kaplan, A (2016) 6 online tools anyone can use to identify their target audience
