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Intrapreneurship & IT Industry


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Managing Corporate Intrapreneurship

Managing Corporate Intrapreneurship

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  • 1. Submitted by: Mayank Singh MBA Entrepreneurship & Leadership
  • 2.
    • Various terms have been used in literature to describe Corporate Entrepreneurship including
      • Intrapreneurship
      • Internal Corporate Entrepreneurship
      • Corporate Ventures
      • Venture Management
      • New Ventures and Internal Corporate Venturing .
  • 3.
    • Intrapreneurship a process whereby an individual or a group of individuals, in association with an existing organization, create a new organization or innovation within that organization.
  • 4.
    • To understand corporate entrepreneurship, we must first look at its parent, “start-up” entrepreneurship.
    • Entrepreneurs are generally associated with start-up businesses.
    • Heroes of culture, determination, and risk-taking seem to allow them to do amazing things — Bill Gates, creating Microsoft, Henry Ford, the mass produced automobile, and Jeff Bezos, founding
  • 5.
    • They identify opportunities, shape and develop these opportunities, and then they create a business structure to turn these opportunities into successful business ventures.
    • The starting point is a new idea.
    • This new idea could be revolutionary or evolutionary and it might not even be theirs, but there is something unique about it.
  • 6.
    • Entrepreneurship: start up or new company ventures, all of which tend to happen outside a conventional organization.
    • Intrapreneurship: entrepreneurial behavior within an organization and a different but overlapping skills set is required.
  • 7.
    • Intrapreneurs act as both manager and entrepreneur
  • 8.
    • Big companies are turning towards corporate entrepreneurship because they are not getting the
      • continual innovation
      • Growth
      • value creation that they once had
  • 9.
    • Corporate Venturing : Involves starting a business within a business, usually sourcing from a core competency or process.
    • A bank, for example, which has a core competency in transaction processing, turns this into a separate business and offers transaction processing to other companies who need mass processing of information.
  • 10.
    • Intrapreneuring: An attempt to take the mindset and behaviors that external entrepreneurs have, and inculcate these characteristics into their employees. Sometimes the company wants every employee to act like an entrepreneur..
  • 11.
    • Organizational Transformation: T ransformation results in the development of new business opportunities. If the transformation involves innovation, a new arrangement or combination of resources, and results in the creation of sustainable economic value.
    • Eg. Dell Computers
  • 12.
    • Industry Rule-Bending: Bending is another type of transformation but focuses on changing the rules of competitive engagement.
    • Eg: Toyota, changed the way books are sold. Callyx and Corolla utilize the Internet and catalog sales to ship flowers directly from the grower to the customer.
  • 13.
    • The development of the Macintosh computer is seen as an intrapreneurial activity within Apple , Apple’s iPod also needs to be seen as intrapreneurial.
    • has forced Barnes and Noble to re-evaluate and change some key aspects of its business model.
    • has changed the way many people shop for groceries
  • 14.
    • Autobytel has forced GM and others to put up their own websites in direct competition with their own dealers.
    • Nortel Networks, a leader in high growth, high-technology sector, recognizing that it’s extremely difficult to initiate new businesses outside the existing divisions, created the Business Venture Programme
  • 15.
    • Wipro came up with initiative “Innovation@Wipro” which encourages bottom up innovation through a collaborative working model.
    • In HCL Technologies founder Shiv Nadar who provided the early support to Rajendra Pawar and Vijay Thadani to set up NIIT, which became a pioneer in the field of IT education in India.
  • 16.
    • The company was set up in 1987 to offer solutions and services in computer applications
    • It grew from 150 employees in 1996 to over 8300 in March 2001, and from USD 11 million in terms of turnover to USD 240 million for the same period
    • It has operations in 35 countries with a number of Fortune 500 companies as its clients.
  • 17.
    • As part of managing such phenomenal growth, organizationally Shree was restructured into a number of decentralised divisions, called Circles
    • An In-charge-Circle (ICC) heads each Circle; however, all ICCs need not necessarily be at the same level in terms of organisational hierarchy
  • 18.
    • Shree has been able to create a flat organisation.
    • Facilitated creation of new Circles even by fairly junior people where growth opportunities exist.
    • Though it is decentralised, some of the services such as Finance, HR and Corporate Communication are centralized, called Strategic Service Units.
  • 19.
    • A major advantage of such circular, flat structure
      • Flexibility it provides to have organic growth by creating new Circles as spin off from the existing, depending on the product market requirements
      • Encouraging all employees to come out with suggestions for improving existing tools and creating new tools
    • Each Circle operates as a independent “entrepreneurial venture”
  • 20.
    • Though growing rapidly, Google still maintains a small company feel
    • Google's emphasis on innovation and commitment to cost containment means each employee is a hands-on contributor.
    • Environment it has feel like being on the campus of a fortune 500 company, more like a college campus loaded with free thinkers.
  • 21.
    • They are really concerned that their employees can be a self starter
    • If employee runs into a problem, he should be able to focus on that problem without intervention or pausing the entire task hoping someone else will help him
    • It’s like college, employees have to be able to problem solve on their own, not simply stop and hope another team member can fix it for him
  • 22.
    • Ex-Google employees cash in on their company stock to start businesses.
    • There are many enterprises funded by Google and there ex employees running them.
    • The Google way of thinking is better since it does not focus on a specific place, but allows innovation and entrepreneurship to grow within the whole organisation.
    • Google maps, Gmail, Orkut etc. are the result of Intreprenurship at Google
  • 23.
    • Yahoo has initiated a project called Brickhouse.
    • The project is essentially an in-house incubator meant to give it’s entrepreneurial employees another reason to stick with the company.
  • 24.
    • Intel recently launched an innovation program called Systemic Innovation to foster and encourage innovation throughout Intel’s IT organisation.
  • 25.