„Chris, we have to implement a fundamental change in the way we offer our services to our customers. But the daily business kills innovative ideas / projects even before achieving any tangible results“. This is how an Executive Manager at Munich Re, approached me in autumn 2015. „I want you as an entrepreneur to help me. Drive this project from scratch like you managed your startups“… Most of my intrapreneurship somehow start like this.
I took over the lead for an innovation idea which was a result of a design thinking workshop. I constantly groomed and tested the product as well as the business model hypotheses together with the business owner and his team to form a corporate startup ready for investment.
Having achieved the internal investment, I empowered the team to develop and implement a minimum viable service as a baseline in collaboration with two pilot customers as well as to develop a business-strategy to scale that service.
I continued to work as an interim project manager enabling the growing team to continuously adapt the service offers to the demands of a growing global customer base, maintaining an entrepreneurial subculture within corporate structures.
As it might be of special interest, this is how we got from a blank sheet of paper to a service, successfully implemented within 100 days.
- I started with organizing three workshops for the whole team:
– Anticipating customer needs with design thinking methods to develope ideas
– Evaluation of the ideas to identify the three most promising ideas
– Deciding for a mission and vision to establish a unalterable idea of who we are, where we want to be, and what values we want to serve to our internal and external customers
Using the principles of lean project management I build prototypes and used them to evaluate the potential of every one of the three ideas in interaction with internal and external customers.
Two months later I presented the results. The Business owner and me chose one of the service ideas as our main area of focus: „Realytix“, a platform to get quotes for reinsurance covers immidiately was born.
2. In the second phase I groomed a feasible business concept and launched a minimum viable product, supported by internal ressources as well as digital freelancers from my personal network. Harald and me pitched internally for investment for a spin off. Successfully – a few weeks later we moved to a office at the incubator of the Technical University of Munich (TU Munich; „Techfounders“).
3. This is when the third phase started: I led the team to implement version 1.0 of Realytix as a baseline at one of our pilot customers as well as to develop a business-strategy to scale that service. I acted as leader, later facilitator and teached them how to use methods like scrum to establish a “entrepreneurial subculture”.
March 1st, 2016, after 7 months, I left a independent team of 7 people, running a service in one country, improving their product iteratively, using scrum as a project management method and prepared to pitch for the next round of investment to prove global scalability.
I constantly continued to empower the team to keep their customer-oriented, agile and lean working-mode as interims-manager, facilitator and coach.
- Tasks: Strategy, Project Management, Roll-Out Management, Product Management, Entrepreneurship-Coaching
- Website: www.munichre.com