Introduction to

Corporate
Entrepreneurship and
Innovation
Management

Dr Rachael Lamb
 Processes for
Entrepreneurial
Organisations

Session Six
 Concept Map: The Diagnostic Framework

Strategy

Based on our core Learning Culture

textbook –

‘Building an Uncertainty Sources and

Innovation
Entrepreneurial and Failure Challenges

Organisation by
Mosey, Noke and
External
Kirkham, (2017) Processes
Stakeholders

Structure

Autumn 2020 Dr. Rachael Lamb, Haydn Green institute 3

 After studying this topic you will be able to:

 To understand the role of processes in an innovative organisation

and they influence an innovative culture

 To understand selection processes such as stage gates and portfolio

approaches for different types of innovation

Autumn 2020 Dr. Rachael Lamb, Haydn Green Institute 4

 Processes (conscious or unconscious)

Barringer and Bluedorn (1999)

link between entrepreneurial
intensity and strategic
management practices:
 Scanning intensity
 Planning flexibility
 Locus of planning
 Strategic controls

Name, Department 5
 Constrai
Support
Intention
Nature n
al of Unintenti
onal
Formal Control Informal

Remember, what you reward is indicative of what you measure

and value, and so can be an indirect control method... sometimes
you have to give up control to get more of it...
(Morris, Kuratko and Covin, 2008)
 GORE Culture
Fundamental beliefs
Guiding principles

Commitments,
A lattice with self managed
not
teams
assignments

Sponsors and Motivating the

A market for
leaders, not right
new ideas
‘bosses’ behaviours
 A balance is key

Firms must have processes

that encourage people to be
actively involved in the firm’s
future.

But, controls are still necessary.

Funnels, Stage Gates & Portfolios
Process for project selection

© 2009 John Wiley & Sons Ltd. 10 10

www.wileyeurope.com/college/tidd
Stage-gate selection system

©2005 Joe Tidd, John Bessant and Keith Pavitt 11

Portfolio matrix

© 2009 John Wiley & Sons Ltd. 12 12

www.wileyeurope.com/college/tidd
Portfolio selection process
Knowledge-Building
“What is the potential costs
and risks of NOT mastering
or entering the field?”
Early stage, relatively
inexpensive
Nurturing and maintaining
expertise –
Could lead to identifying
future opportunities and
threats
Strategic Positioning
“Is the programme likely to
create an option for a
profitable investment at a
later date?”
Often a neglected area –
link between knowledge-
building and business
investment
Applied R&D and
feasibility demonstration to
reduce technical
uncertainties and build in-
house competence
Costs higher than
knowledge-building, lower
than business investment
Business Investment
“What are the potential
costs and benefits in
continuing with the
project?”
Development, production
and marketing of new and
better products, processes
and services
Relatively large scale
expenditure evaluated using
conventional financial tools
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13
Different types of innovation

© 2009 John Wiley & Sons Ltd. 14 14

www.wileyeurope.com/college/tidd
Selection challenges and tools
Zone Selection Tools and Methods Enabling structures
Challenges
1 Business Exploiting • Good practice’ Formal and mainstream
as usual existing and • Stage gate reviews structures
understood • Portfolio approach
knowledge
2 Business Exploration and • Advanced tools for Review with extra
model as calculated risks risk assessment attention at early stages
usual • ‘Fuzzy front end’
Strategic decision
toolkit
making
3 Alternative Exploring • Creativity techniques Needs alternative
frame alternatives and • Decentralise early evaluation structure as
letting go of development unlikely to fit with
dominant logic • Alternative funding existing structures
4 Radical Emergence : • Complexity theory Satellite structures,
Be in there early ⁻ feedback, ‘skunk works’ or outside
and actively ⁻ amplification, the firm
⁻ probe and learn,
⁻ prototyping

© 2009 John Wiley & Sons Ltd.

Adapted from: 15
www.wileyeurope.com/college/tidd
 What employees see…

1 March 2024 Name, Department 16

 Selecting the right idea

1 March 2024 Name, Department 17

 Conclusions and Takeaways

Internal design i.e. structure and processes can shape culture, but
equally aspects of culture can place a demand for certain systems
and processes.

This can be a source of advantage but can create problems such as a

bias towards the status quo and inertia surrounding change.

1 March 2024 Name, Department 18

 Independent Study - Activities

 Read Chapter 4, Mosey et al, Building an Entrepreneurial

Organisation. (2017)

 Choose your firm if you haven’t done so already – at least 50

employees and been operating for at least 5 years

 Research the organisations’ innovation processes and think about

how they either support or constrain their innovation performance

1 March 2024 Name, Department 19

 Independent Study - Suggested Reading

 Barringer, B.R. and Bluedorn, A.C., 1999. The relationship between corporate
entrepreneurship and strategic management. Strategic management
journal, 20(5), pp.421-444.

 Morris, M.H., Kuratko, D.F. and Covin, J.G., 2008. Corporate entrepreneurship &
innovation 2nd ed. Mason, OH: Cengage Learning-Thomson-South Western.

 Cooper, R.G., 2014. What's next?: After stage-gate. Research-Technology

Management, 57(1), pp.20-31.
 Remember!

Join the live lecture

engagement session
in MS Teams
Ooho: The ‘water bottle’ you can eat

Edible and biodegradeable water container

Made from algae and calcium carbonate
Costs 1/5th of the cost of a water bottle

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 Would they invest in Ooho?

Coca-Cola L’Oreal
 Coca-Cola  Garnier
 Fanta  Maybelline
 Dr Pepper  NYX Cosmetics
 Sprite  Essie
 Lilt  Kiehl's
 Oasis  The Body Shop
 Schweppes  Shu Uemura
 Kia-Ora  Decléor

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