Unleashing The Spirit Of Intrapreneurship

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Selected notes from IUnleashing The Spirit of Intrapreneurship Keynote focused on increasing financial and non-financial wealth.

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  • Great information about Intrapreneurship which is the Key to Long-Term Business Success!

    Steve Jobs, Apple's Chairman, was specifically helpful in popularizing the term 'intrapreneurship.' In a September 30, 1985 'Newsweek' article Steve Jobs said, 'The Macintosh team was what is commonly known as intrapreneurship... a group of people going, in essence, back to the garage, but in a large company.' Steve Jobs risked everything on this Intrapreneurial venture and then got fired by his own Board of Directors over this Intrapreneurship adventure.

    “Innovation and Intrapreneurship are the ‘Secret Weapon’ for success within major firms such as: 3M, Anaconda-Ericsson, Apple Computer, Autodesk, Corona Data Systems, Caribou Coffee, Gateway, GE, Genentech, Google, IBM, INTEL, iRobot, Kodak, Lockheed-Martin, PR1ME Computer, Sony, Sun Microsystems, TCI, Texas Instruments, Toyota, W. L. Gore, and Yahoo.” (A Quote from Dr. Haller’s book “Intrapreneurship Success.”)

    Dr. Howard Haller's book, “Intrapreneurship Success: A PR1ME Example” is a well-documented case study of PR1ME Computer Inc. This book was based on 1982 University published Thesis was the 1st Academic in-depth Case Study of Intrapreneurship (Corporate Entrepreneurship) PR1ME Computer Inc. successfully and effectively used Intrapreneurship to grow from a small OTC listed company to become the Number 1 performing company listed on the NYSE.

    For more details on “Real World” Intrapreneurship Case Studies please visit: www.IntrapreneurshipInstitute.com
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Unleashing The Spirit Of Intrapreneurship

  1. 1. Unleashing the spirit of INTRAPRENEURSHIP and producing enjoyable results KEYNOTE
  2. 2. By Manoj Sharma
  3. 3. Here are THE NOTES from the KEYNOTE FOR YOUR REFERENCE.
  4. 4. DifferWorld is… <ul><li>...a financial and non-financial wealth coaching company , focused on assisting people and organizations enjoy a greater quality of life and standard of living. </li></ul><ul><li>  </li></ul><ul><li>We make you wealthier by... </li></ul><ul><li>... assisting you to boost your, your team’s and your organization’s profitability, performance & fulfilment levels , through our cutting-edge professional wealth coaching, keynotes, training, development, mentoring and executive education initiatives . </li></ul><ul><li>  </li></ul><ul><li>How do we do this ? </li></ul><ul><li>We do this through our proprietary true Individual True Wealth & Organization True Wealth Models and enabled by our Professional Wealth Coaching Technologies, Methodologies and Techniques. </li></ul><ul><li>  </li></ul><ul><li>What are the areas we focus on? </li></ul><ul><li>Put simply, we assist you to enhance personal, professional and executive mind sets, skill sets and business sets which have exponential benefits for life . </li></ul>
  5. 5. Manoj Sharma is… <ul><li>Mr. Manoj Sharma is the Founder, Managing Director, Head of Faculty of DifferWorld and widely reputed to be one of the world's top professional wealth coaches working extensively with global senior executives and professionals. </li></ul><ul><li>Mr. Sharma specializes in assisting people and organizations boost their wealth through profitability, performance and fulfilment levels through a combination of keynotes, coaching, training, development, education, seminars, workshops, courses, programs and consultancy initiatives. </li></ul><ul><li>His initiatives have exponentially benefited some of the global who’s who of organizations having worked with close to 20,000 individuals at varying levels across diverse industries and personally coaching more than 550 people. </li></ul><ul><li>Mr. Sharma is also the creator and developer of DifferWorld’s Professional Coaching Technologies, Methodologies and Techniques, DifferWorld’s People and Organizational Potentialization Models along with at least 30 other initiatives. </li></ul><ul><li>His depth of knowledge, wealth of experience, futuristic perspective, high competency levels and passion make him a highly sought after global thought leader. </li></ul><ul><li>Prior to founding DifferWorld, Manoj worked and lived across Japan, Hong Kong, The Philippines, Thailand, Malaysia, Singapore, Indonesia & Australia in the capacity of an Executive Director, Group Business Development Director, Marketing & Communication Director, Content Director, Manager and Consultant with companies ranging from a Fortune 10 company to start-ups . </li></ul>
  6. 6. “ Intrapreneurship is the spirit of entrepreneurship, within the context of an existing organization” - Manoj Sharma
  7. 7. A BRIEF HISTORY OF INTRAPRENEURSHIP <ul><li>To remain competitive and successful in an increasingly challenging world, your organization needs to be highly entrepreneurial . You need to up the ante and continue to benefit from increased productivity, efficiency and effectiveness. That is if you want to remain successful. </li></ul>
  8. 8. <ul><li>You need people who embody the basic characteristics of top entrepreneurs (Proactivity, Responsibility, Innovation, Commitment and Excellence) and you need to promote an entrepreneurial culture within your organization. Within the context of your organization, this entrepreneurial effort can be referred to as being INTRAPRENEURIAL . </li></ul>
  9. 9. <ul><li>The following is a brief history of intrapreneurship for you to get acquainted before your organization takes the Intrapreneurial path to creating wealth. </li></ul>
  10. 10. <ul><li>&quot;In an article in The Economist in 1976, Norman Macrae predicted a number of trends in business - one of them being &quot;that dynamic corporations of the future should simultaneously be trying alternative ways of doing things in competition within themselves&quot; . In 1982, he revisited those thoughts in another Economist article, noting that this trend had resulted in confederations of intrapreneurs . </li></ul>
  11. 11. <ul><li>He suggested that firms should not be paying people for attendance , but should be paying competing groups for modules of work done. One suggestion was to set up a number of typing pools contracted for a certain amount of work over a certain time period for a lump sum. The members of the pool would be responsible for apportioning work, setting pay, setting work hours or even whether to subcontract out part of the work. Applied across the business spectrum such groups would provide the intrapreneurial competition he envisioned. </li></ul>
  12. 12. <ul><li>During the same time frame, Gifford and Elizabeth Pinchot were developing their concept of intra-corporate entrepreneur. They coined the word intrapreneur giving credit for their thinking to the 1976 article by Macrae. Under their model persons wishing to develop an intrapreneurial project would initially have to risk something of value to themselves - a portion of their salary, for instance. </li></ul><ul><li>The intrapreneur could then sell the completed project for both cash bonuses and intra-capital which could be used to develop future projects. Based on the success of some of the early trials of their methods in Sweden they began a school for intrapreneurs and in 1985 they published their first book, Intrapreneuring, combining the findings from their research and practical applications. </li></ul>
  13. 13. <ul><li>By 1986 John Naisbitt was citing intrapreneurship as a way for established businesses to find new markets and new products in his our-of-print book, &quot;Re-Inventing the Corporation&quot; and Steve Jobs was describing the development of the Macintosh computer as an intrapreneurial venture within Apple. The concept was established enough that in 1990 Rosabeth Moss Kanter of Harvard Business School discussed in her book, &quot;When Giants Learn to Dance&quot;, the need for intrapreneurial development as a key factor in ensuring the survival of the company . </li></ul>
  14. 14. <ul><li>And, in 1992, The American Heritage Dictionary brought intrapreneurism into the main stream by adding intrapreneur to its dictionary, defining it as &quot;a person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation&quot; . </li></ul>
  15. 15. <ul><li>So… intrapreneurship became a concept that was here to stay.&quot; </li></ul>
  16. 16. 7 SUPER POINTERS FOR INTRAPRENEURIAL ORGANIZATIONAL SUCCESS <ul><li>Successful entrepreneurs have a distinct way of relating to their world that typical employees do not always appreciate and understand. </li></ul>
  17. 17. <ul><li>As a CEO, President, Director and Leader one of your functions is to boost your organization's, your team's and your individual's profitability, performance and fulfilment levels. Looking ahead at global trends, if you plan for your organization to be competitive in the global arena, you as a leader need to cultivate a core group of intrapreneurs, if not develop a complete intrapreneurial organization. Here are numerous ways we at DifferWorld can assist you to do so. Before you contact us and make a superb positive difference, here are 7 &quot;basic&quot; super pointers for intrapreneurial success that you either need to adopt or avoid. Depending on your business capacity some of them will go down quite smoothly, while others will take more time to fully digest. </li></ul>
  18. 18. 1) Corruption is detrimental to business. <ul><li>We are know that corruption is detrimental to business - in theory. But how does it set in? When individuals do not do their job to the degree it needs to be done, various levels of corruption automatically sets in. The funny thing is, in most corporate environments, this is not just tolerated as normal but, people have bought into people's repetitive excuses for it. Corruption creates setbacks (financial and otherwise), especially and silently for the individuals guilty of it. Regardless of whether it happens slowly or fast, the setbacks surely occur. This ultimately hampers consistent productivity. The consequence is a loss of predictability. For business to be successful in the long-term, predictability and yes, &quot;boring&quot; consistent action (month on month, quarter on quarter and year on year) is crucial. Investors demand it and your customers expect it. If you are in a job, if you have indicated that you will do a job, if you have not indicated that you will not do the job, then you owe it to yourself to do it and do it really well. Identify and eliminate corrupt behaviour, people and operations. </li></ul>
  19. 19. 2) Look out for emerging markets. <ul><li>Markets get saturated, business models get outdated and cash cows dry up. Emerging markets are often the areas of greatest growth and least competition for a business. This is not just about blindly diving into emerging markets, but identifying profitable niches in which you already have a core-competency or have the conviction to make a difference. Mature economies and industries experience low levels of growth, while emerging markets are truly exploding at the seams. Do you maths. Get your people to appreciate the value in this, get them to think macro and reward the results of this behaviour handsomely. </li></ul>
  20. 20. 3) Discipline is essential to success. <ul><li>Creativity, invention and innovation cause breakthroughs. These flashes of brilliance and stunning insights can have an atomic effect on your organization and you have to be intrapreneurial to promote them. A word of caution though as this has to be done in tandem with the disciplined action and execution necessary to create sustainable realities. There is no substitute for the daily grind of doing what needs to be done. So surrender to it. Doing what needs to be done independent of your personal preferences is what separates the professional winners from the also rans. Develop a culture of high discipline. </li></ul>
  21. 21. 4) Research, research, research! <ul><li>Know you field, your customers, your competition and mostly yourself. Become the de-facto expert on the subject matter. Gain domain expertise and act relentlessly on it. Also don’t fool yourself into believing that knowledge is power. It is a 1700s concept with validity, but mindlessly quoted with many misappreciations. Take a look at the direction the world is moving in today, and you’ll see that knowledge put into action is true power. Desirable results producing knowledge is of greatest value. Not knowledge for knowledge's sake. Do you research in depth and daily and action knowledge. Entrepreneurs and intrapreneurs do not thrive on insight, they thrive on turning insights into value propositions and monetizing them. Your entire organization needs to do the same. </li></ul>
  22. 22. 5) Patience is a virtue in any given age and time. <ul><li>This will still hold true a thousand years from now. Patience is not lethargy, inaction or ‘wait and see’. Patience requires you to strategically bide you time, hold your tongue, exercise humility, smile in the face of adversity and most of all not succumb to your ego. This is tough yet, exceptionally rewarding. Patience requires a high level of maturity and please let us not confuse maturity with age. Exercise patience. Learn to slow down to move faster. Discover the wisdom in taking one step back to move five forward. Patience will subdue your ego, with cultivate clarity. Clarity in the midst of chaos is priceless. Invest some time with me and see how magnificently you can bring it into practice. </li></ul>
  23. 23. 6) Flexibility and fluidity. <ul><li>Set minds, before mind sets are the chief cause of rigidity. You mind set is easy to identify in the hands of an expert. To identify your set mind however takes a true depth of expertise that only a master can illuminate. Outside of sound business principles and acumen, a business grows in direct proportion to how flexible and fluid leadership is and how nimble, ready and competent the rest of the organization is. Get rigid and an inevitable death and rigormortis await you. Bruce Lee’s old saying, “Be like water my friend, be like water” apparently has business applications too. If you are set in your ways and can see the demerits of it, the time is right for you to get solid assistance to become dynamic, nimble, flexible and fluid once again. </li></ul>
  24. 24. 7) Watch diligently! <ul><li>Open up your eye's eye. Learn how to see the past, the present and the future all at once. Nothing is mystical or mysterious once you are coached on the &quot;how&quot; . Re-examine the past - you can see its remains everywhere. If in difficulty observe the operation of economies and countries that are “behind time” . Be present to what is going on in the moment – be this on the fronts of policy-making, that which is worthy of news or by keeping your ears to the ground and eyes in peripheral vision mode. This will make your decision making powers sounder and even visionary. Lastly - attempt to see the future to the best of your ability. This is the most difficult thing to watch out for and a fine art in itself. The future belongs to those who are looking out for the future, can see it coming and create accordingly. This is one of your biggest challenge as a leader. </li></ul>
  25. 25. <ul><li>A truly great leader knows him/herself, their strengths and weaknesses and is not shy or arrogant in seeking assistance to progress. Keep these pointers at the front of your mind as you face the challenges of business today. Be intrapreneurial and you will gain a competitive edge. </li></ul>
  26. 26. 3 BASIC THINGS PEOPLE DESIRE FROM THEIR LEADERS <ul><li>Leadership today is a broad area with multiple definitions and an infinite number of reinterpretations based on the lives of the great leaders of all time. At its absolute core leadership is the ability to influence and is determined by followership. This is self evident and uniform across the board. </li></ul>
  27. 27. <ul><li>The question that really needs to be asked is, &quot;What do people desire from their leaders today and how can you develop these traits to enhance your Primary Leadership (leadership with yourself), Secondary Leadership (leadership with others) and Tertiary Leadership (leadership with leaders) ability?&quot; The 3 points below will give you some indication that will serve as a great starting point for you, your teams and your organization. </li></ul>
  28. 28. Vision <ul><li>A human being without a vision is akin to a ship in the ocean without a Captain - deadwood floating directionlessly, endlessly. Vision is the ability to assimilate a plethora of information, separate the trees from the forest, entertain a clear mental image of what can be and assist to bring that vision into reality. People rally around people who are able to articulate and take the lead towards having a vision that benefits them all brought into reality. </li></ul>
  29. 29. Values <ul><li>Contrary to popular belief, values are only ever good in nature. What is of &quot;bad&quot; or &quot;negative&quot; value is usually the result of a lack or absence of good value. For example, people value generosity . Selfishness (a &quot;bad&quot; or &quot;negative&quot; value) is the lack or absence of generosity (a good value for both the individual and the collective whole). This takes some maturity and an escape from the animalisitic survival mentality to appreciate. People can pretend to embody and exude a set of good value. But this is a pretense, coverable possibly on more than a few occasions, but eventually to be discovered in an often spectacular and irredeemable way. People value generosity, assistance, knowledge, rectitude (principle based ethical conduct), energy, grace, loyalty, enthusiasm, harmony and compassion in others just to name a few great values. How do you rank in truly exhibiting them? </li></ul>
  30. 30. Virtues <ul><li>A moral compass in today's topsy-turvy world is a must if you plan on being recognized as a long term leader. People are sick of being taken for a ride by unscrupulous leaders with personal agendas that place the collective in peril, for the benefit of a few. Truth, trustworthiness, and being aboveboard are must have virtues all of which can be developed through professional coaching. Furthermore, manipulative leadership is fast seen through, inspiration is the leadership order of our age . Impatience has made way for the virtue of patience complemented with the clarity, drive and investment through real time coaching to produce specific desirable results . Wisdom, courage, great articulation, personal attractiveness, simplicity, a &quot;can do spirit&quot; and the fortitude to catalyze change in the face of turbulence, pessimism, chaos and false optimism are virtues well built that last a leader a lifetime. A few well chosen words, leave much to consider and even more to do. By no means are the above three points exhaustive. It is simple a start point to get you oriented to think about what people desire in leaders that you should endeavour to embody on the path towards great personal and professional leadership. Mull it over in great depth and if you have a debate or doubt in your mind over any of the above, ask yourself a simple question. &quot;Do I value the above in others?&quot; If you do, you know what you have to develop in yourself for others to value you as a leader. </li></ul>
  31. 31. Recommended Books
  32. 35. For further global assistance for you, your teams and your organization please contact us at… <ul><li>Website: http://www.DifferWorld.com </li></ul><ul><li>Blog: http://DifferWorld.BlogSpot.com </li></ul><ul><li>Email: [email_address] </li></ul><ul><li>SKYPE: DIFFERWORLD </li></ul><ul><li>Tel: +65 6338 5669 </li></ul>
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