Skills for a Sustainable Business Enterprise
INTRAPRENEURSHIP
INTRAPRENEURSHIP
Today's businesses, especially the large ones, simply
will not survive in this period of rapid change and
innovation unless they acquire entrepreneurial
competence.
Peter Drucker
Intrapreneurship
Environment
Individual and
groups
Organisation
Troy Dyer’s types of businesses
High
Carpetbaggers
Professional
entrepreneur
Opportunity
orientation
Dinosaurs
Emerging giants
Low
Systems orientation
High
Intrapreneurship and innovation
Intrapreneurs - those who take hand on responsibility for
creating innovation of any kind within an organisation.
Someone who figures out how to turn an idea into a profitable
reality.
Develop the e-spirit, to allow innovation to prosper.
Someone who initiates innovative change in large firms.
Intrapreneurship and innovation
Innovation in processes, to increase productivity, lower costs,
increase profits.
Innovation in products & services, increases demand, turnover,
investment and employment.
Innovation in management and work organisation, people work
more efficiently, effectively and are happier in their working
lives.
BARRIERS TO INTRAPRENEURSHIP
Resistance to change
Management barriers
Organisational barriers
INTRAPRENEUR
Primary motives
Want freedom and access to corporate resources. Selfmotivated but responds to corporate rewards.
Action
Does whatever is needed to accomplish tasks. Is mot
interested in status.
Confidence
Self confident and courageous. If necessary will outwit the
organisational system.
Focus
Both inside and outside the business. Pays attention to
customers and get insiders to do the same.
Risk
Likes moderate risk. Does own market research to
understand risks .
Failure and mistakes
Regards mistakes as a learning experience, but is sensitive to
the needs of the organisation and may hide risky projects.
Decisions
Adept a communicating own private vision to others and
willing to comprise to make progress with this vision.
Attitude to the system
Dislikes the system, but learns to manipulate it.
Background
Often from entrepreneurial, small business or professional
background, well educated, particularly in technical fields.
The venture unit lifecycle
Focused
Integrated
High
Generates,
attracts,
selects and
helps
develop ideas
Helps diffuse
process and
then withers
away
Low
Time
Lessons from small business
Passion and energy to start something new
The commitment to make it happen
Desire to create new ways of working
Care and compassion for other members
Belief in product/service
Willingness to work hard to make it happen
Key actions
Clear decision making
Effective communication
Create enterprise cells
Benchmark
Recognising competition is good
Sense value of being first - learn if second
Acknowledge failure
Celebrate success
Evaluate, review and monitor
Proud of achievements
Supportive of employees
Commitment to local communities