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The Intrapreneur Developing in phases

Negotiating your life's courses Your pathfinding attributes. Capacity for insightPossession of foresightTolerance of uncertaintyWillingness of riskCourage to change. The Entrepreneur. Three meta-definitions:As a performer of managerial tasksAn agent of economic change, andAs an individual wit

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The Intrapreneur Developing in phases

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    1. The Intrapreneur Developing in phases

    2. Negotiating your life’s courses Your pathfinding attributes Capacity for insight Possession of foresight Tolerance of uncertainty Willingness of risk Courage to change

    3. 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.

    7. The management of specific projects

    8. The setting up of new business units Structure External strategic issues Resources (including HR) Relationship with parent business

    9. 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.

    10. 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

    11. 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.

    12. 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?

    13. Summary: Venture matures (consolidation)

    14. 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

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