Professional Documents
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A Management’s Perspective
Abhishek Ballabh
IT Professional
Pune, India
abhiinbsg@gmail.com
91- 9860790381
Abstract
Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square
holes. The ones who see things differently… you can praise them, disagree with them, quote them,
disbelieve them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they
change things. They invent. They imagine. They heal. They explore. They create. They inspire. They push
the human race forward. While some see them as the crazy ones, we see genius. Because, the people, who
are crazy enough to think they can change the world, are the ones who do.
- ―Here’s to the Crazy One’s‖
The Apple Creed - www.apple.com
In these tough economic times coupled with ever increasing rivalry from competitors, globalization and
technological changes, a number of firms are leveraging innovation to weather these storms.
One of the methodologies many companies are following is to unleash and tap the hidden entrepreneurial
spirit in its employees thereby fostering innovation. This is not easy as this defies the status quo in their
work and requires a complete paradigm shift in perspective i.e. from an employee to an entrepreneur.
These entrepreneurial waves within the organizations are referred to as “Intrapreneurship” a term coined
by author Gifford Pinchot in 1978.This enables the employees to carve out a niche , foster new ventures
and challenge the traditional way of doing things thereby suggesting improvements and optimized
solutions. This territory is not a novel idea but has ushered groundbreaking products and innovations in the
past. Apple’s Macintosh Project , 3M’s iconic Post-it Note and Sony’s PlayStation all are products of
pioneering intrapreneurial ventures.
This paper attempts to understand the following:
Generally there are two key factors behind the success of any Intrapreneurial Activity.
Hence a study of the Management perspective becomes very relevant in this context.
The problems source and specific challenges faced behind the effort.
The value proposition and the generic lessons learnt.
The benefits and their impact on creating a conducive environment for similar efforts.
The common thread behind the efforts and what drove them.
This paper will be helpful for the managers trying to understand the Intrapreneurial Lifecycle within a
corporation along with generic points to inculcate a conducive and motivating environment for the same.
At the same time it will help individuals to introspect and develop a proactive approach towards
innovation in their work and re-define their activities in order to contribute in a broader sense.
Keywords—Innovation , Intrapreneurship , Management .
In the management context the best definition we came across Visions of a new product or concept –
was by Prof Jack Raiton ( 2005 )
Market Analysis & Exploration –
―Integration of entrepreneurial skills into a large
corporation’s strategic vision that nurtures a climate of Procuring the Resource(s) –
radical or incremental innovation.‖
Organizing & Implementation -
Management thinkers have emphasized the pivotal role the top
management has in creating an atmosphere wherein
employees are encouraged to experiment. According to them,
even if the top management wants to create an innovative and
intrapreneurial organization, there is a need for intrapreneurs
within the system who could execute the process of
intrapreneurial innovation.
Role of project managers is not only to foster an environment
for budding intrapreneurs but also embrace this spirit and see
it as an alternative in their management thought process.
There are few behavioural traits which emerge from the initial Focus on surviving.
activities as described above –
Continuity of relationship.
Creativity - Common objectives.
Bearing Uncertainty and Risk – Three key components are important in this implementation
aspect:-
Covin, J O and Miles, M P (1999). “Corporate Piramal, Gita; Bartlett, Christopher A and Ghoshal,
Entrepreneurship and the Pursuit of Competitive Sumantra (2000). Managing Radical Change: What Indian
Advantage,” Entrepreneurship Theory and Practice, 23(3), Companies Must Do to Become World Class, New Delhi:
47-63. Viking Studio Books (Penguin Books India).