CHAPTER - 6

The Intrapreneurial Culture and Entrepreneurial Training

and Development

6.1 Introduction to Intrapreneurship

6.2 Corporate Versus Intrapreneurial Culture
6.3 Characteristics of Intrapreneurial Leadership
6.4 Climate for Intrapreneurship
6.5 Establishment of Intrapreneurial
Culture
Introduction To Intrapreneurship

 Intrapreneurship is a method for stimulating and then

capitalising an individual in an organisation

 Entrepreneurial efforts in an organisation.

 6.2 Corporate Versus
Intrapreneurial Culture
Managers
Primary Promotion and other
motives traditional corporate rewards
  such as office, staff, and
  power.
  Short-term meeting quotas
and budgets; weekly,
Time monthly, quarterly and the
orientation annual planning horizon.
   
 
Activity  Delegates and supervises
  more than direct involvement
   
Risk Careful
 
Entrepreneurs Intrapreneurs
Independence, Independence as
opportunity to create ability to advance in
and money. the corporate
  rewards.
Survival and achieving Between
5 to 10 years growth entrepreneurial and
of business. traditional managers,
  depending on urgency
  to meet self-imposed
  and corporate
timetable.
Direct involvement
  Direct involvement
  more than delegation.
Moderate risk taker
 Moderate risk taker
      
 Status Concerned about No concern about Not concerned about
  status symbols status symbols traditional status
      symbols – desires
      independence
       
Failure and mistakes Tries to avoid Deals with mistakes Attempts to hide
  mistakes and and failures. risky projects from
  surprises   view until ready
Decisions      
    Follows dream with Able to get others to
  Usually agrees with decisions agree to help achieve
  those in upper   dream
Who serves management    
  positions. Self and customers Self, customers and
      sponsors
Family history Others    
    Entrepreneurial Entrepreneurial
    small-business, small-business,
  Family members professional, or farm professional, or farm
Relationship with worked for large background. background.
others organisations.    
  Transactions and Transactions within
Hierarchy as basic deal-making as basic hierarchy.
 Manager of an organisation works on set or pre-decided
plans

 Flexibility, independence and risk taking are the

guidelines for intrapreneurial environment.
6.3 Characteristics of Intrapreneurial
Leadership
 Visionary and flexible

 Know-how of the environment

 Think and develop management options

 Stimulate and support team work

 Encourage suggestions and open discussions.

6.4 Climate for Intrapreneurship
To establish an intrapreneurial climate following factors are essential:
 Organisation functions on technology.
 New ideas, suggestions to be encouraged.
 Trial and error method in development is essential.
 Failure to be taken as part of work.
 Resources to be made available.
 Multidiscipline team work.
 Intrapreneurship in voluntary effort.
 Ensure Reward System
 Top management support.
6.5 Establishment of Intrapreneurial
Culture
 Initial step in this process is to secure a
commitment to intrapreneurship
 Ideas and general areas the management is

interested in supporting should be identified,

 The expectations and the target results of each

intrapreneurial venture should be established.

 Intrapreneurial training, mentoring system needs to

be established.
 training should be conducted one day per month

 intrapreneurial team to develop a business plan,