Sustaining Entrepreneurship –
Chapter 16
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Personal Model of Entrepreneurial Process
Concept of Triggers
Urgency
Other Vehicles for Sustaining
Entrepreneurship
Paradoxes
Domains, Portfolios and Cycle of Change
Personal Model of
Entrepreneurial Process
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Effectiveness of Model is function of:
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Scope of project
Team members involved
Nature of the organization
External environment conditions
Eight principles to designing a personal
model
Ten commandments of an Intrapreneur
Eight Principles to Designing a
Personal Model of EA
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Solidify a relationship with a sponsor
Build a flexible team structure
Insulate the project and keep it quiet as long
as possible
Become a guerilla
Promise less but deliver more
Experiment and produce early wins
Manage project momentum
Attempt to set the parameters
Ten Commandments of an
Intrapreneur
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Come to work each day willing to be fired
Circumvent any orders aimed at stopping your dream
Do any job needed to make your project work, regardless of
your job description
Build a network of good people to assist you
Develop a spirited team; choose and work with only the best
Work underground as long as you can – publicity triggers the
corporate immune mechanism
Be loyal and truthful to your sponsor
Remember that it is easier to ask for forgiveness than for
permission
Be true to your goals, but be realistic about the ways to achieve
them
Be thoroughly engaged, take ownership, and persevere
Triggers
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A precipitating event
Triggering events – Table 16.3
Ways to group triggering events:
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Internal/external source
Opportunity-driven/threat-driven
Technology-push/market-pull
Top-down/bottom-up
Systematic or deliberate search/chance or opportunism
Analyzing triggering process is vital for sustaining
entrepreneurship
Urgency
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Refers to a compelling sense that survival
depends on change.
To achieve sustainable entrepreneurship then
an ongoing sense of urgency must be
created.
Company either innovates or falls behind.
Call for immediate action, a pressing need to
do things differently.
Basic Assumptions that Create
Urgency
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Our best employees, and even our good employees, have
professional options that do not involve our company;
Customer loyalties are fleeting; creating a “wow” experience for
customers is impossible if we are not continually finding new
and better approaches;
The gap between us and the competition is smaller than we
think in those situations where we are ahead and is larger than
we think in those situations where we are behind;
The latest, greatest technology has problems, but we cannot
afford to ignore it;
Our business model is working, and yet it needs to be fixed;
The firm could be out of business 24 months.
Other Vehicles for Sustaining
Entrepreneurship
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Research and Experimentation
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Backward Marketing Research
Lead User Research
Enlightened Experimentation – Table 16.6
Organizational Learning
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Learning Organization
Continually improves through its capacity to learn
from its experiences
Three levels – Table 16.7
Paradoxes Surrounding
Entrepreneurial Efforts
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Bigness and Smallness
Risk and Return
The Individual and The Team
Flexibility and Control
Constructive and Destructive Behavior
Success and Failure
Domains
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Creating Wealth through Entrepreneurial and
Strategic Actions – Figure 16.1
Six Domains
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Innovation
Networks
Globalization
Learning
Top management teams and governance
Growth
Portfolios
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Company becomes an Incubator
Creating a mix of balance between:
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Risk vs return
Income vs growth
Short-term vs long-term performance
Four major portfolios:
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Portfolio
Portfolio
Portfolio
Portfolio
of
of
of
of
Competencies
Resources
Innovations
Ventures
Continuous Cycle of Change
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Periods of rapid evolution and periodic
revolution
Change will be the norm
Ongoing changes in structure, strategy,
culture, and systems
Cycle through Entrepreneurial Grid –
Chapter 3
Entrepreneurial Age
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New Millennium
Age of Turbulence and Paradox
Age where Excellence is achieved by:
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Expecting more than others think is practical
Daring more than others think is wise
Risking more than others think is safe
Dreaming more than others think is possible
Corporate Entrepreneurship
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Not a fad
Does not produce instant results
Requires time and investment
Must be continually reinforced
Build the profile