Presentation on theme: "The Intrapreneur Developing in phases Bernard Lievegoed (1979).…… “…we pass through three major stages in our lives: a time to learn, up until the age."— Presentation transcript:
The Intrapreneur Developing in phases Bernard Lievegoed (1979).…… “…we pass through three major stages in our lives: a time to learn, up until the age of twenty; a time to expand, between twenty and forty; and a time to grow wise, from forty onwards……”
Negotiating your life’s courses Your pathfinding attributes Capacity for insight Possession of foresight Tolerance of uncertainty Willingness of risk Courage to change
The Entrepreneur Three meta-definitions: As a performer of managerial tasks An agent of economic change, and As an individual with a particular personality All three complement each other Specify entrepreneurs by the task that they perform.
Entrepreneurial organisation accepts (even a need for) change exploits opportunity Established organisation ability to consolidate around success manages risk control of resource flows Intrapreneurism The intrapreneur achieves the synthesis between “established-entrepreneurial”.
Intrapreneur ……an entrepreneur who works within the confines of an established organisation. Gifford Pinchot (1985). Book: intrapreneuring Developing and communicating organisation vision Identifying new opportunities Generating innovative strategic options Creating organisation wide perspective Facilitating and encouraging change Challenging existing ways of doing things Breaking down bureaucratic inertia Gifford Pinchot (1985) Role similar to that of “Change master” Kanter, 1985
Four levels of intrapreneurial activity Within : Outside` These differ on the impact on: The organisation and its surroundings Venture’s stakeholders Resources required Level of risk 1.Management of specific projects 2.Setting up of new business units 3.Reinvigorating the whole organisation 4.Reinventing the business’s industry
The management of specific projects Typically, NPD Exploitation of new market opportunity Integration of new technology New funding for maintaining competitive edge How is it done: Managed intrapreneurially, cutting across conventional boundaries Perhaps, may be made responsibility of a cross disciplinary team operating with entrepreneurial flair
The setting up of new business units Structure External strategic issues Resources (including HR) Relationship with parent business Best to have members of the entrepreneurial team manage these projects, as they may have a future role
Reinvigorating the whole organisation Flexibility and responsiveness to new and unmet customer demands Reintroduce inventive spirit back – it is a radical process! An intrapreneur must lead with entrepreneurial vision, leadership and motivation, and overcome resistance to change. Loss of flexibility as the organisation grows!!! Internal concerns
Reinventing the business’s industry Entrepreneurs reinvent the industries they operate in by introducing: New technology Delivering new products New processes Businesses can win by playing or changing the rules: Either requires strategic thinking, vision, risk taking and leadership. Here, intrapreneurship = entrepreneurship
Limitations to intrapreneurship Entrepreneurs comfort: Entrepreneurs who have created the company must let go so that intrapreneurs can operate. (It is about breaking rules which entrepreneurs have created (Young, 1999) Decision-making control:Balance needed between freedom for the intrapreneur and maintaining the business on a constant strategic path.
Limitations to intrapreneurship Internal politics: Intrapreneurs must be able to predict and understand internal resistance to change. “Thrive on chaos” (Tom Peters, 1989) Rewards: Can the organisation offer the same rewards as those expected by entrepreneurs? (economic, social and developmental). Moves to start own venture?
Summary: Venture matures (consolidation) Changes to : financial, strategic, structural and organisational dynamics Chance to create a defendable competitive position Intrapreneurism offers the venture a way of combining the flexibility and responsiveness of the entrepreneurial with the market power and reduced risk of the established organisation
Bibliography and references: Strategic entrepreneurship, (2001) by Philip A Wickham, Prentice Hall, ISBN 0273 65115 3, pages 20, 224, 388-91 Creative Management, (reprinted 1996) Ed. Jane Henry, Chapter: Developing in phases, Ronnie Lessem, SAGE, ISBN 08039 8491X, Pages 254-65