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CHAPTER 19
Intrapreneurship
Van Schaik PublishersF.W. Struwig
DEFINITION OF INTRAPRENEURSHIP
“...Any of the dreamers who do. Those who take hands-on responsibility for creating innovation of any kind, within a business. The intrapreneur may be the creator or inventor but is always the dreamer who figures out how to turn an idea into a profitable reality.”
• Intrapreneurs are therefore people who put new ideas into action within established businesses.
• Although employed in a corporate position intrapreneurs are nevertheless given freedom and incentives to create and market their own ideas.
Van Schaik Publishers
Chapter 19 3
THE DIFFERENCES BETWEEN ENTREPRENEURS AND
INTRAPRENEURS
• Forms taken by intrapreneurship: Traditional research and development The ad hoc venture team New venture divisions Champions and sponsors Acquisitions Outsourcing Hybrid forms
Van Schaik Publishers
Chapter 19 4
ROLES IN INTRAPRENEURSHIP
• Initiator• Sponsor/facilitator• Champion/manager• Team supporter• Reactor
Van Schaik Publishers
Chapter 19 5
FIFTEEN MORE SPECIFIC JOBS
• Researcher/analyser• Interpreter/strategist• Visionary/inventory• Catalyst or leader• Endorser• Team player• Resource provider• Problem solver
• Co-ordinator• Negotiator• Politician• Change manager• Missionary• Opportunist• Critic/judge
Van Schaik Publishers
Chapter 19 6
CREATIVITY AND INNOVATION
Van Schaik Publishers
Chapter 19 7
THE CHARACTERISTICS OF CREATIVE PEOPLE
• Bright
• Good at generating many ideas quickly
• Positive self-image
• Sensitive to the world and others
• Motivated by challenges
• Can withhold a decision until facts have been collected
• Value independence
• Rich fantasy life
• Flexible
• Concerned with meanings and implications of a problem not small details
Van Schaik Publishers
Chapter 19 8
THE CREATIVE CLIMATE• Trusting management
• Open channels of communication
• Contact and communication with outsiders
• Large variety of personality types among employees
• Willingness to accept change
• Experimentation with new ideas
• No fear of negative consequences of making a mistake
• Merit-based selection/promotion of employees
• Techniques that encourage ideas
• Financial, managerial, human and time resources to accomplish goals
Van Schaik Publishers
Chapter 19 9
Van Schaik Publishers
Chapter 19 10
STIMULATING INNOVATION IN THE BUSINESS
• Focus employee intelligence on the product and customer
• Enhance subject matter expertise• Encourage unconventional ideas• Encourage employees not to fear ambiguity or
uncertainty• Avoid forcing employees to explain or justify
themselves• Motivate employees in a suitable manner
Van Schaik Publishers
Chapter 19 11
Van Schaik Publishers
Chapter 19 12
THE INTRAPRENEURIAL PROCESS
Stage 1: Choosing an idea
Stage 2: Planning the business
Stage 3: Identifying sponsors - the protectors of new ideas
Van Schaik Publishers
Chapter 19 13
FACTORS HAMPERING INTRAPRENEURSHIP
• Costs and rewards• Inertia• Hierarchy
Van Schaik Publishers
Chapter 19 14
Van Schaik Publishers
Chapter 19 15
THE INTRAPRENEURIAL WAY OF LEADERSHIP
Important components:• Freedom, democracy and trade-offs
• Making others feel good
• No need for power
• Avoiding conflict
• Sharing the visionary task
Van Schaik Publishers