Two years ago, I became an accidental intrapreneur. Meaning an entrepreneur, but within a larger company. Didn't mean to. When I started at Intuit in 2020, my job was to do marketing and advertising for QuickBooks,

but it was in that position that I saw an opportunity, an opportunity for Intuit, to help connect our small-business customers with complementary products and services that would help them grow and thrive, while also being good for our business. Now, I sat on the idea for a while,

really wanting to focus on the work that was right in front of me, but I couldn't shake it. So I eventually pulled together a proposal, brought it to our leadership team, and much to my surprise, they said, “Go pursue it.”

And it was at that moment I started making every mistake possible in trying to bring it to life. But through those mistakes, I've learned what it means to be a successful intrapreneur, and I'm going to share those mistakes today

in the hopes that if there's anyone that has an idea and wants to build something from within, that this can be helpful. So the first lesson I learned was to socialize your vision early and often. I had romanticized the idea

of a skunkworks-like start-up within Intuit. I built a lean team. We worked in the shadows. Everything was on a need-to-know basis. The more people that got involved, the more process, the more bureaucracy, the more opinions,

It was just going to slow us down. And it worked, but not very long. The problem was, as we started to grow
and become a legitimate business, I needed the support from a lot more teams and I didn't have it.

Some of the most uncomfortable
conversations I had with my coworkers was going to someone
that I knew was stretched thin, had no idea what I was working on, and telling them that they needed
to carve out additional time to help support it.

I was not very popular in those moments. In my attempt to move fast, I made us move slow because with every new team
that we approached, we were starting from scratch and had to paint that picture
over and over again. This is also when I learned the value
of a well-placed happy hour

or coffee break. So I realized it was really important
for me to establish a human connection and not a transactional one. So I'd ask my colleagues to go out
and grab a beer or coffee and we would talk. And in those conversations,

I would learn about their workload,
their resource constraints, about what energizes them and their teams. It was also an opportunity for me
to share my vision, why I was excited, and what I thought I could do
for our customers and our business.

The second lesson that I learned, very similar to the first,
but on the flip side, is this idea of listening early and often. I'd been in marketing
for almost 20 years at that point. I'd worked on Super Bowl ads,
global brand campaigns.

I thought I knew everything
that there was to know about marketing and advertising. And because of that,
I had a crystal-clear picture in my head of how I wanted every piece to work
in this new initiative. When someone would say
that something wasn't possible

or had a difference of opinion, I immediately labeled them as blockers. They were either not understanding
what we were doing, they were scared or simply
just didn't want to do the hard thing. The truth was, I was grossly overconfident
in my understanding of everything.

I knew very little about corporate
accounting principles. I knew enough to be dangerous
about things like privacy law, and those "blockers" were actually
deeply invested in the success and were trying to prevent me
from making the mistakes

that would get the project killed. And to be clear,
I was making a lot of mistakes. It's only because of them
that the project not only lived on, but thrived. Listening became
so important to the project that we implemented something
that we called "dumb-question" sessions.

These were a safe-place,
judgment-free zones where myself and others
could ask questions that maybe we were nervous
to ask in other forums, maybe because we should have
known the answer to those, maybe because it's obvious
to the rest of the organization,

but just because of the role
that we sit in, we were never exposed to it. Regardless, the purpose of it
was to have a shared understanding of all parts of our business. I remember one specific example where there was an acronym
that had been used for weeks,

and I didn't know what it was. I didn't ask early on. So much time had gone by
that I felt like I was trapped. I didn't want to ask at that point. I thought I was going to have to live
with this lie for the rest of my life.

But it was because
of the "dumb-question" session and the judgment-free zone that I was able to ask
and fill in all the gaps. And actually, one note
on that last example, I'm pretty sure there was
a little bit of judgment,

but I think I deserved it. So the last lesson that I learned, and the one that I feel is most important
and possibly counterintuitive, is that the stakes can be quite high. Your personal risk tolerance
doesn't matter. If you go out and start
your own business and it fails,

it is not a good thing. It can add stress to your family, obviously financial implications. Intuit was founded on trying to make sure
that that doesn't happen, but if it does, it's relatively contained. If I were to do something
that compromises our customers' trust

in our products and our brand, or create a poor product experience
for our QuickBooks product, the implications can be far-reaching. It can impact a lot of small businesses. You can't shoot from the hip. That's not to say that you need to work
out of a sense of fear, either.

You just have to be super thoughtful
about how every decision you make, how every action you take, could impact the broader organization. To wrap up, again, if you are someone
that has an interesting idea that you feel like
you want to build from within,

I encourage you, work with the system. There's a lot of horsepower
built up in these large organizations. Lean on the experts, learn from them. Will you go a little bit slower at times? Yes. Will you make compromises
that you didn't want to make? 

Absolutely. Will the product be better for it? One hundred percent. And that's what you want. And that's what it takes to be successful. Thank you. (Applause)

Ask Dumb Questions, Embrace Mistakes — and Other Lessons on Innovation | Dave Raggio | TED

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우연한 기회에 인튜이트의 사내 창업자가 되기까지의 과정과 초기 도전 과제.

2020년에 Intuit에서 시작하여 처음에는 QuickBooks 마케팅 및 광고에 집중했습니다.

중소기업 고객을 상호 보완적인 제품 및 서비스와 연결할 수 있는 기회를 발견했습니다.

경영진에게 제안서를 제출하고 아이디어 추진에 대한 승인을 받았습니다.

아이디어를 실현하는 과정에서 수많은 실수를 저질렀습니다.

비전과 관계 구축에 대한 조기 및 빈번한 사회화의 중요성.

처음에는 비밀스러운 스컹크웍스 접근 방식을 시도했지만 지속 가능하지 않은 것으로 판명되었습니다.

더 많은 팀의 지원이 필요했지만 초기 커뮤니케이션이 부족하여 지원을 받지 못했습니다.

스트레스가 쌓인 동료와 어려운 대화를 나누며 추가 지원을 요청했습니다.

비공식적인 상호작용을 통해 인간관계를 구축하는 것의 가치를 인식했습니다.

커피 타임과 해피아워를 활용해 동료의 업무량을 이해하고 친밀감을 쌓을 수 있었습니다.

처음에는 마케팅 전문성을 과신하여 다른 의견을 무시했습니다.

처음에는 차단 기능으로 보였던 기능이 실은 실수를 방지하는 기능이었다는 사실을 깨달았습니다.

기업 회계 및 개인정보 보호법과 같은 분야에 대한 지식이 부족합니다.

안전한 질문의 장을 조성하기 위해 '멍청한 질문' 세션을 시행했습니다.

이 세션은 지식 격차를 해소하고 이해를 공유하는 데 도움이 되었습니다.

대규모 조직 내에서 높은 이해 관계를 이해하고 관리합니다.

고객, 브랜드, 제품에 미칠 수 있는 잠재적 영향 때문에 리스크가 높습니다.

부정적인 결과를 피하기 위해 신중한 의사 결정이 필요합니다.

위험을 감수하는 것과 더 넓은 조직에 대한 책임감의 균형을 맞추세요.

기존 전문 지식을 활용하여 시스템 내에서 작업하도록 장려합니다.

더 나은 최종 결과물을 위해 잠재적인 타협과 더딘 진행을 인정합니다.