Entrepreneur as a Person
2-1
Entrepreneurial Process
1) Identify/Evaluate Opportunity
(Self Evaluation)
2) Develop Business Plan
3) Determine Resources Required
4) Manage The Enterprise
2-2
TYPES OF SKILLS REQUIRED IN ENTREPRENEURSHIP
Personal Enterpreneurial Skills
Business Management Skills
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 Business plan & goal
setting
 Decision making
 Human Relations
 Marketing
 Accounting
 Management
 Control
 Negotiation
 Venture launch
 Managing growth
Inner Control / Disciplined
Risk taker
Self Confident
Self Starter
Innovator
Changed Oriented
Persistent
Visionary Leader
Ability to manage change
Communication
Ability to Organize
Network building
Being a team player
Interpersonal
2-3
Opportunity Analysis
Personal Observation (CB 1 / Self
Relation)
Market Need?
Underlying Social Conditions
Market Research Data
Assess Competition- Patents?
Where Money To Be Made
2-4
Decision Making
Manager vs. Entrepreneur
Domain- Administrative vs.
Entrepreneurial
Strategic Orientation
Commitment to Opportunity
Commitment of Resources
Control of Resources
Management Structure
2-5
TEST YOUR POTENTIAL AS AN ENTREPRENEUR
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I have the ability to communicate
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I have the ability motivate others
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I have the ability to organize
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I can accept responsibility
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I can easily adapt to change
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I have decision making capability
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I have drive and energy
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I am in good health
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I have good human relations skill
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I have initiative
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I am interested in people
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I have good judgment
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I am open minded and receptive to new ideas
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I have planning ability
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I am persistent
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I am resourceful
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I am self confident
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I am self starter
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I am a good listener
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I am willing to be a risk taker
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- 2-6
Total Score
“Intrapreneurship”
Instilling
Entrepreneurial
Spirit Within An
Existing
Organization To
Innovate And Grow.
2-7
Organizational Culture
Corporate
 Climate/Reward
System Favors
Conservatism
 Follow Instructions,
No Initiative
 Hierarchy Of
Authority
Intrapreneurial
 Develop Vision,
Goals, & Plans
 Suggest, Try,
Experiment
 Flat Organizational
StructureNetworking &
Teamwork
2-8
Cultural Norms/Values
Corporate
Intrapreneurial
Fragmented
Whole
Instruction
Vision
Controlled
In Control
Outer-Directed
Inner-Directed
Alienation
Responsibility
“Chores”
Enthusiasm/Motivation
Defined Limits
Space/Freedom
Interference
Trust
Distrust
Belief In People
Expendable
Expandable
Limiting People
Growing People
2-9
Interest In Intrapreneurship
Rising Interest in “Doing Your
Own Thing”
Corporation
– Support To Retain Creative
Employees
– Fund Startups
Hypercompetition
Corporate vs. Intrapreneurial
Culture
2-10
Intrapreneurial Activities
New Business Venturing
Innovation
Self-Renewal
Proactive
2-11
Climate for
Intrapreneurship
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Technology
New Ideas Encouraged
Trial/Error Encouraged
Failure Allowed
No Opportunity
Parameters
• Resources Available &
Accessible
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Multidiscipline Teams
Long Time Horizon
Volunteer Program
Appropriate Reward
System
• Sponsors/Champions
Available
• Support of Top
Management
2-12
Intrapreneurial Leaders
Understand Environment
Have Vision/Flexibility
Create Management Options
Encourage Teamwork
Encourage Open Discussion
Build Coalitions
Persist
2-13
Establishing Intrapreneurship
Commitment of Top Management
Identify Ideas/Areas Interested In
Supporting
Use Technology For Flexibility
Managers Share/Train Employees
Get Closer to Customers
Be More Productive With Less
2-14
Evaluating
Intrapreneurship Proposals
Corporate Fit
Initial Investment
Experienced
Venture
Champion
Experience With
Product/Service
Competitive
Threat
Proprietary
Technology
Gross Margin
Rate Of Return
2-15
Barriers To
Intrapreneurship
Inherent Nature of Large Organizations
No Long-Term Commitment
Lack Of Autonomy For Decision Making
Lack of Intrapreneurial Talent
Inappropriate Compensation Methods
Constrained Environment
2-16