Skills for a Sustainable Business Enterprise INTRAPRENEURSHIP

Skills for a Sustainable Business Enterprise

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

Intrapreneurship

Individual and groups

Organisation

Environment

Troy Dyer’s types of businesses

Opportunity orientation

High

Low HighSystems orientation

Dinosaurs

Carpetbaggers Professional entrepreneur

Emerging giants

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.

Resistance to change

Management barriers

Organisational barriers

BARRIERS TO INTRAPRENEURSHIP

Primary motivesWant freedom and access to corporate resources. Self-motivated but responds to corporate rewards.

ActionDoes whatever is needed to accomplish tasks. Is mot interested in status.

ConfidenceSelf confident and courageous. If necessary will outwit the organisational system.

INTRAPRENEUR

FocusBoth inside and outside the business. Pays attention to customers and get insiders to do the same.

RiskLikes moderate risk. Does own market research to understand risks .

Failure and mistakesRegards mistakes as a learning experience, but is sensitive to the needs of the organisation and may hide risky projects.

DecisionsAdept a communicating own private vision to others and willing to comprise to make progress with this vision.

Attitude to the systemDislikes the system, but learns to manipulate it.

BackgroundOften from entrepreneurial, small business or professional background, well educated, particularly in technical fields.

The venture unit lifecycle

Low

High

Time

Impo

rtan

ce o

f ve

ntur

e un

it ro

le

Focused Integrated

Generates, attracts, selects and helps develop ideas

Helps diffuse process and then withers away

Lessons from small business

Passion and energy to start something newThe commitment to make it happenDesire to create new ways of workingCare and compassion for other membersBelief in product/serviceWillingness to work hard to make it happen

Key actionsClear decision makingEffective communicationCreate enterprise cellsBenchmarkRecognising competition is goodSense value of being first - learn if secondAcknowledge failureCelebrate successEvaluate, review and monitorProud of achievementsSupportive of employeesCommitment to local communities