Professional Documents
Culture Documents
Corporate Venturing
Sustaining Entrepreneurial
Performance in the 21st
Century Organisation
wins
Manage project momentum
2. Entrepreneurial stress
–Role overload
The Dark Side of Entrepreneurship – Cont.
Public relations/image
Managing the Triggering Events
Satisfied
Possible Entrepreneur
manager
Perceived
Capability to
Achieve Frustrated Classic
Blocked
manager bureaucrat
Entrepreneurial & Strategic Actions
To create wealth, firms will need to establish
linkages between entrepreneurial actions and
strategic actions within 6 dominant domains:
Innovation
Networks
Internationalisation
Organisational learning
Growth opportunities
Entrepreneurial & Strategic Actions
•Innovation
•Networks
•Globalisation Strategic
•Learning Actions
•Top mgt. Teams
& governance
•Growth
Wealth Creation
The Entrepreneurial Firm:
A Dynamic Incubator
Consider the findings of a recent study.
Researchers examined 1,435 companies that had
been listed among the 500 largest any time since
1965. They sought to identify companies that
were able to make a shift from good to great
performance (defined as having generated
cumulative shareholder returns greater than 3x
the market average over 15 years). Only 11 of the
companies showed a sustained and verifiable
shift from good to great.
The Entrepreneurial Firm:
A Dynamic Incubator
Portfolio thinking is about a strategic balance in
which the firm balances a mix of objectives such
as risk vs. return, income vs. growth, and short
vs. long term performance.
4 major portfolios
The portfolio of competencies