INTRAPRENEURSHIP

your way to create some thing on your own. 3 Xerox Technology Venture (XTV) is a prominent example (PARC) 4 Innovation VS Invention 5 Cannon (Contact Lenses Software) 6 It is important to keep the Entrepreneurial spirit in order to innovate – Flexibility. spirit of Entrepreneurship within an Organization 2 Interest in doing your own thing.Interest in Intrapreneurship 1 Intrapreneurship is. Growth & Diversification .

Intrapreneurial Activities 1 New Business Venturing 2 Innovativeness 3 Self Renewal .

Intrapreneural system is flat with 1 2 3 4 Networking Team work Sponsors Mentors .Corporate VS Intrapreneural Culture 1 In the Corporate Culture the decision is based on Data collection 2 In Traditional culture emphasis is on following instructions & protecting oneself 3 Corporate follows hierarchical systems.

Power. Independence . money 2 Short term – meeting quotas & Budgets 3 Delegation more than direct involvement 4 Careful 5 Concerned about Status Intrapreneur 1 Independence.Comparison Traditional Manager 1 Promotion. Opportunity to create 2 Long term – achieving the growth plan 3 More Direct involvement 4 Risk Taker 5 Casual.

Comparison Traditional Manager Intrapreneur 6 Avoids Mistakes & 6 Deals with mistakes Surprises at all times 7 Agrees with upper 7 Follows dreams with management decisions 8 Hirarchiel Relationship 8 Based on Transactions and deal making .

g. Microsoft 2 Market Driving ideas are risky 1 Risk of failure 2 Can destroy careers . Kodak.Barriers to Market Driving in Established Companies 1 Overturn Industry Expectations 1 React negatively to surprise 2 People don’t unlearn existing practices (self image) 3 E.

Barriers 3 New Ideas constantly lose to incremental innovation 1 Not bad. predictable progress 2 Resources are allocated to proven technologies 3 R&D also favors familiar business projects 4 Radical Ideas kill existing business 1 IBM focused on Mainframe Business 2 Microsoft stuck to its product business .

Intrapreneurial Environment Transformation Process 1 Organization operates on frontier of Technology 1 2 1 2 1 2 Apple – iPhone.Neutrasweet NEC Xerox 3M Searle 2 Develop processes to Indentify hidden potential 3 Trial & Error encouraged 4 No Opportunity Parameters No departmental Barrier . iPod & iPad Searle .

Transformation Process 5 Resources are made 1 2 Available Accessible 6 1 2 1 2 Multidisciplinary Team approach People from different departments Match employees for creativity Outlook of a VC Not sitting on your head 7 Long time Horizon 8 Voluntary Program .

Transformation Process 9 Multiple Channels for new idea Approval 10 Establish Competitive Spirit 1 Motorola several teams for its wireless division 2 IBM had 6 teams working on the PC 9 Kill your own Products 1 2 3 4 Start Bucks. Benetton HLL & P&G Microsoft HP mandate . last 3 years .60 % new products.

Intrapreneurial Leadership Characteristics 1 2 3 4 5 6 7 Understands the Environment Is Visionary & Flexible Creates Management Options Encourages Team Work Encourages Open Discussion Builds a coalition of Supporters Persists .

including funding & resources 4 Should use technology to maximum possible extent 5 Sponsors & Mentors to be identified 6 Establish strong support structure 7 Reward performance 8 Review the performance of the various initiatives .Establish Intrapreneurship process within an Organization 1 Top management should initiate the process (after getting convinced thoroughly) 2 Consultants & Internal Champions to be identified 3 Focus areas to be determined & Ideas to be identified.

Industrial Robot) 3 Build to last Principles . ATM.Success of Intrapreneurship Venures 1 Success not as much compared to the independent ventures 2 However focused efforts have yielded results 1 3M 2 IBM (PC.

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