Part 1. Entrepreneurship in the twenty–first century. Chapter 3. Intrapreneurship: Developing corporate entrepreneurship. The ‘corporate revolution’ from the top. Many established companies have restructured their operations in fundamental and meaningful ways
Entrepreneurship in the twenty–first century
Intrapreneurship: Developing corporate entrepreneurship
Significant numbers of people are starting a business for their employers
¼ of new start-ups each year in USA come about through corporate entrepreneurshipBottom up too
Does your company provide ways for intrapreneurs to stay with their enterprises?
Are people permitted to do the job in their own way, or are they constantly stopping to explain their actions and ask for permission?
Has your company evolved quick and informal ways to access the resources to try new ideas?
Has your company developed ways to manage many small and experimental products and businesses?
Is your system set up to encourage risk–taking and to tolerate mistakes?
Can your company decide to try something and stick with the experiment long enough to see if it will work, even when that may take years and several false starts?
Are people in your company more concerned with new ideas or with defending their turf?
How easy is it to form functionally complete, autonomous teams in your corporate environment?
Do intrapreneurs in your company face monopolies, or are they free to use the resources of other divisions and outside vendors if they choose?Pinchot’s famous ten questions
2. Encouraging innovation
3.Structuring an Intrapreneurial Climate
Intrapreneurship Training Program (ITP)
4. Developing Venture Teams
or high performing