bureaucracy can throw all sorts o barriers in the way o peoplewho are trying to drive constructive change.But some people, when they run into a barrierinside their own organization, can’t help buttry to gure out ways to climb over it, creepunder it, squeeze around it, or knock it out o the way. We call those people “intrapreneurs.”Some o the strategies that governmentintrapreneurs have used to get great thingsdone, in spite o barriers, include:• Bringing in ideas rom outside the organi-zation to ll an unmet need• Building vibrant, energetic, passionateteams to pursue their objectives• Finding detours around old ways o doingthings, perhaps by leveraging their net-works, building new connections, or mak-ing sales pitches or their new ideas• Keeping quiet about the changes they implement until the new idea or approachhas had a chance to prove itsel Leaders who want to cultivate intrapreneur-ship can do the ollowing:
Organizations can adopt ormal programs thatpromote intrapreneurial skills among employ-ees. Tey can also inormally highlight theimportance o intrapreneurship: or example,by holding cross-silo meetings or happy hoursto encourage employees to make connections.
Give intrapreneurs a playground.
Evenworse than a lack o incentives is a culture thatdiscourages change. Leaders should providesae places where intrapreneurs can potentially ail—where they can experiment and iterateuntil their idea or approach is demonstrated tobe eective.
Cheer intrapreneurs on rom the side-lines.
Managers should not require intrapre-neurs to be heroic or sacrice their careersto make a dierence. Tey should help theiremployees navigate the processes and proce-dures in an organization to make change, andact as advocates to help intrapreneurs navigatetheir agency’s political process.
Making it work