Page 125 - Grow from Within Mastering Corporate Entrepreneurship and Innovation
P. 125

112   grow from within


                 Cooper and two DuPont staffers sought out academic and
              other insights into how to drive new business development. At
              the time, there was not much of a literature, as DuPont was
              among the first companies to think seriously about corporate
              entrepreneurship as a driver of organic growth. The company
              needed to determine what would be the practices and princi-
              ples of a corporate-level effort that would work for DuPont.
              Cooper partnered with a range of thought leaders, including
              Ian MacMillan, Rita Gunther McGrath, and Adrian Slywotzky,
              to design a high-level program concept incorporating the lat-
              est insights and procedures for generating and building new
              businesses.
                 After incorporating lessons learned from a pilot program,
              the ultimate result was the DuPont Market-Driven Innovation
              (MDI) initiative. MDI is a five-stage process. Underlying each
              of the phases is a comprehensive set of methodologies and
              frameworks that supports the teams and provides consistency
              and rigor to the process. The essential first stage is Leadership
              Framing, during which the MDI team works with business unit
              leadership to define the core mission, growth domain, and
              decision criteria for opportunities that they are willing to fund.
              The core mission refers to the maximum value proposition for
              customers and society, a lofty definition that allows the team
              to cast a broad but relevant net. The growth criteria define the
              factors that the leadership will use to select opportunities. The
              growth domains articulate areas for potential growth that sat-
              isfy the mission and rate well against the growth criteria. These
              sessions don’t define the new business concept, but they make
              it clear to everyone where the business unit is willing to play,
              and under what conditions. “We wouldn’t even begin a proj-
              ect without top business unit leadership spending an intense
              two days with us developing and articulating the strategic
              vision and operating boundaries,” says Cooper.
   120   121   122   123   124   125   126   127   128   129   130