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Intrapreneurship in government

Intrapreneurship in government

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Published by: Deloitte University Press on Jul 31, 2013
Copyright:Attribution Non-commercial


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Intrapreneurship in government
Making it work
 A GovLab report
Elizabeth Arnold
is a ormer GovLab ellow and senior consultant in the Commercial HumanCapital practice o Deloitte Consulting LLP. Arnold has supported clients in the US Department o Homeland Security and assisted with internal Deloitte strategy. Her work has ocused on helpingclients adopt new technologies that transorm their operations and culture, and she is passionateabout using analytics and advanced acilitation techniques to drive strategy. Elizabeth graduatedmagna cum laude rom Georgetown University with a BS in marketing and psychology.
Shani Magia
is a ormer GovLab ellow and a manager in the Public Sector echnology practiceo Deloitte Consulting LLP. Magia is primarily ocused on implementing large-scale health caresolutions in the public sector space. His most recent experience includes successully implement-ing a state certication system to assess thousands o early childhood learning centers across theCommonwealth o Pennsylvania. He has built his expertise in project management, risk manage-ment, and systems integration. Prior to joining Deloitte Consulting, Magia graduated rom DrexelUniversity with a major in inormation systems and a minor in business administration.
About the authorsContact
Shrupti Shah
Director, GovLabDirectorDeloitte Consulting LLP+1 571 814 6753shrshah@deloitte.com
Intrapreneurship in government
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 needBuilding vibrant, energetic, passionateteams to pursue their objectivesFinding detours around old ways o doingthings, perhaps by leveraging their net-works, building new connections, or mak-ing sales pitches or their new ideasKeeping 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:
Incentivize intrapreneurship.
 Organizations can adopt ormal programs thatpromote intrapreneurial skills among employ-ees. Tey can also inormally 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 providesae places where intrapreneurs can potentially ail—where they can experiment and iterateuntil their idea or approach is demonstrated tobe eective.
Cheer intrapreneurs on rom the side-lines.
Managers should not require intrapre-neurs to be heroic or sacrice their careersto make a dierence. 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.
Executive summary
Making it work

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