Entrepreneurship & Intrapreneurship:

(And what it takes to make it work)

Intrapreneurship Defined
 Intrapreneurship is the act of behaving
like an entrepreneur, except within a larger
organization.

 "A person within a large corporation who

takes direct responsibility for turning an
idea into a profitable finished product
through assertive risk-taking and
innovation"
Entrepreneurs vs. Managers
 Reward System - Corporate
Doing whatrewards.
they
like.Independence.
Promotion, staff, office, money.
 Activity - Delegates
Direct involvement.
and supervises.
 Risk - Avoids
Moderaterisk.
risk taker.
 Status - Concerned
Not concerned
about
about
status
status
symbols.
symbols.
 Entrepreneurs vs. Managers
 Mistakes - Deals and  Mistakes - Avoids or
learns from them. shifts blame.
 Decisions - Follows  Decisions - Agrees
dreams with with those above
decisions. them.
 Who serves -  Who serves - Others.
Customers and self.  Relationships -
 Relationships - Deal- Hierarchy.
making and  Time orientation -
Intrapreneurship Characteristics
 Understands the environment.
 Visionary and flexible.
 Creates management options.
 Encourages teamwork.
 Encourages open discussion.
 Builds a coalition of supporters.
 Persists.
 Dimensions of Intrapreneurship
(Antonic and Hisrich, 2003)

Dimension Definition
New Ventures Creation of new autonomous or semi-
autonomous units or firms.
New Businesses Pursuit of and entering into new
businesses related to current products
or markets

Product/Service Creation of new products and services

Innovativeness
Process Innovations in production procedures
Innovativeness and techniques
 Dimensions of Intrapreneurship
(Antonic and Hisrich, 2003)

Dimension Definition
Self-renewal Strategy reformulation, reorganization
and organizational change

Risk Taking Possibility of loss related to quickness

in taking bold actions and committing
resources in the pursuit of new
opportunities
Proactiveness Top management orientation for
pioneering and initiative taking
Competing Aggressive posturing towards
Aggressiveness competitors
Critical Questions that need to be asked
to create wealth generating activities.
 Where and in what ways is change creating the
potential for new rules and new space?
 What is the potential for revolution inherent in the
things that are changing right now, or have already
changed?
 What are the discontinuities we could exploit?
 What aspect of what’s changing can we come to
understand better than anyone else in our industry?
 What’s the deep dynamic that will make our new
business concept oh-so-relevant right now?
How to Start An Insurrection
1. Build a point of view
2. Write a manifesto
3. Create a coalition
4. Pick your targets and pick your moments
5. Co-opt and neutralize (create win-win
propositions)
6. Win small, win early, win often
7. Isolate, infiltrate, integrate
What’s the Process
 Scan for external opportunity and internal
improvements
 Set explicit agreed upon goals
 Rewards and Responsibility outlined
 Supply energy and determination
Overview of the Process
Seed
Business
Funding
Proposal

Pitch
Pitch Again

Seed
Proposal 1st Round
Biz Funding

Concept
Proposal Investment Director $ustainable
Business
GOAL
Intrapreneurship Environment
 New ideas encouraged
 Trial and error encouraged. Failure ok!
 Resources available and accessible
 Long time horizon
 Appropriate reward system
 Sponsors and champions available
 Support of top management
Don’t lose focus!!!