The Intrapreneur Developing in phases

1
The IntrapreneurDeveloping in phases
Bernard Lievegoed (1979) . we pass through
three major stages in our lives a time to
learn, up until the age of twenty a time to
expand, between twenty and forty and a time to
grow wise, from forty onwards
2
Negotiating your lifes coursesYour pathfinding
attributes

• Capacity for insight
• Possession of foresight
• Tolerance of uncertainty
• Willingness of risk
• Courage to change

3
The Entrepreneur

• Three meta-definitions
• As a performer of managerial tasks
• An agent of economic change, and
• As an individual with a particular personality
• All three complement each other
• Specify entrepreneurs by the task that they
  perform.

4
Intrapreneurism

• Entrepreneurial organisation
• accepts (even a need for) change
• exploits opportunity

• Established organisation
• ability to consolidate around
• success
• manages risk
• control of resource flows

The intrapreneur achieves the synthesis between
established-entrepreneurial.
5
Intrapreneur an entrepreneur who works within
the confines of an established
organisation. Gifford Pinchot (1985). Book
intrapreneuring
Role similar to that of Change
master Kanter, 1985

• Developing and communicating
• organisation vision
• Identifying new opportunities
• Generating innovative strategic options
• Creating organisation wide perspective
• Facilitating and encouraging change
• Challenging existing ways of doing things
• Breaking down bureaucratic inertia
• Gifford Pinchot (1985)

6

• Four levels of intrapreneurial activity
• Within Outside
• These differ on the impact on
• The organisation and its surroundings
• Ventures stakeholders
• Resources required
• Level of risk
• Management of specific projects
• Setting up of new business units
• Reinvigorating the whole organisation
• Reinventing the businesss industry

7
The management of specific projects

• Typically,
• NPD
• Exploitation of new market opportunity
• Integration of new technology
• New funding for maintaining competitive edge
• How is it done
• Managed intrapreneurially, cutting across
  conventional boundaries
• Perhaps, may be made responsibility of a cross
  disciplinary team
• operating with entrepreneurial flair

8
The setting up of new business units

• Structure
• External strategic issues
• Resources (including HR)
• Relationship with parent business

Best to have members of the entrepreneurial team
manage these projects, as they may have a
future role
9
Reinvigorating the whole organisation

• Flexibility and responsiveness to new and unmet
  customer demands
• Reintroduce inventive spirit back it is a
  radical process!
• An intrapreneur must lead with entrepreneurial
  vision, leadership and motivation, and overcome
  resistance to change.

Loss of flexibility as the organisation grows!!!
Internal concerns
10
Reinventing the businesss industry

• Entrepreneurs reinvent the industries they
• operate in by introducing
• New technology
• Delivering new products
• New processes
• Businesses can win by playing or changing the
  rules
• Either requires strategic thinking, vision, risk
  taking and
• leadership.
• Here, intrapreneurship entrepreneurship

11
Limitations to intrapreneurship

• Entrepreneurs comfort Entrepreneurs who have
  created the company must let go so that
  intrapreneurs can operate.
• (It is about breaking rules which entrepreneurs
  have created (Young, 1999)
• Decision-making controlBalance needed between
  freedom for the intrapreneur and maintaining the
  business on a constant strategic path.

12
Limitations to intrapreneurship

• Internal politics Intrapreneurs must be able to
  predict and understand internal resistance to
  change. Thrive on chaos (Tom Peters, 1989)
• Rewards Can the organisation offer the same
  rewards as those expected by entrepreneurs?
  (economic, social and developmental). Moves to
  start own venture?

13
Summary

• Venture matures (consolidation)

Changes to financial, strategic, structural
and organisational dynamics
Chance to create a defendable competitive
position
Intrapreneurism offers the venture a way of
combining the flexibility and responsiveness of
the entrepreneurial with the market power and
reduced risk of the established organisation
14
Bibliography and references

• Strategic entrepreneurship, (2001) by Philip A
  Wickham, Prentice Hall, ISBN 0273 65115 3, pages
  20, 224, 388-91
• Creative Management, (reprinted 1996) Ed. Jane
  Henry, Chapter Developing in phases, Ronnie
  Lessem, SAGE, ISBN 08039 8491X, Pages 254-65