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 High

Systems orientation

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. Self motivated 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 Low Generates, attracts, selects and helps develop ideas Time Helps diffuse process and then withers away

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