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CHAPTER 19 Intrapreneurship F.W. Struwig Van Schaik Publishers

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<ul><li>Define intrapreneurship </li></ul><ul><li>Differentiate between entrepreneurs and intrapreneurs </li></ul><ul><li>Explain how creativity and innovation are related </li></ul><ul><li>List the characteristics of creative people </li></ul><ul><li>List the characteristics of a creative climate in a business </li></ul><ul><li>Distinguish among innovation, creativity and entrepreneurship </li></ul><ul><li>Mention the actions that are necessary to create the ability to innovate in a business </li></ul>LEARNING OUTCOMES Van Schaik Publishers

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LEARNING OUTCOMES <ul><li>Outline the sources of innovation in a business </li></ul><ul><li>Discuss the intrapreneurial process </li></ul><ul><li>Identify the factors that hamper intrapreneurship </li></ul><ul><li>Discuss the intrapreneurial way of leadership </li></ul><ul><li>Briefly outline how to manage intrapreneurship in a business </li></ul><ul><li>Discuss how intrapreneurship is implemented in the South African business </li></ul>Van Schaik Publishers

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DEFINITION OF INTRAPRENEURSHIP <ul><li>“ ...Any of the dreamers who do. Those who take hands-on responsibility for creating innovation of any kind, within a business. The intrapreneur may be the creator or inventor but is always the dreamer who figures out how to turn an idea into a profitable reality.” </li></ul><ul><li>Intrapreneurs are therefore people who put new ideas into action within established businesses. </li></ul><ul><li>Although employed in a corporate position intrapreneurs are nevertheless given freedom and incentives to create and market their own ideas. </li></ul>Van Schaik Publishers

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THE DIFFERENCES BETWEEN ENTREPRENEURS AND INTRAPRENEURS <ul><li>Forms taken by intrapreneurship: </li></ul><ul><li>Traditional research and development </li></ul><ul><li>The ad hoc venture team </li></ul><ul><li>New venture divisions </li></ul><ul><li>Champions and sponsors </li></ul><ul><li>Acquisitions </li></ul><ul><li>Outsourcing </li></ul><ul><li>Hybrid forms </li></ul>Van Schaik Publishers

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ROLES IN INTRAPRENEURSHIP <ul><li>Initiator </li></ul><ul><li>Sponsor/facilitator </li></ul><ul><li>Champion/manager </li></ul><ul><li>Team supporter </li></ul><ul><li>Reactor </li></ul>Van Schaik Publishers

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FIFTEEN MORE SPECIFIC JOBS <ul><li>Researcher/analyser </li></ul><ul><li>Interpreter/strategist </li></ul><ul><li>Visionary/inventory </li></ul><ul><li>Catalyst or leader </li></ul><ul><li>Endorser </li></ul><ul><li>Team player </li></ul><ul><li>Resource provider </li></ul><ul><li>Problem solver </li></ul><ul><li>Co-ordinator </li></ul><ul><li>Negotiator </li></ul><ul><li>Politician </li></ul><ul><li>Change manager </li></ul><ul><li>Missionary </li></ul><ul><li>Opportunist </li></ul><ul><li>Critic/judge </li></ul>Van Schaik Publishers

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CREATIVITY AND INNOVATION Van Schaik Publishers

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THE CHARACTERISTICS OF CREATIVE PEOPLE <ul><li>Bright </li></ul><ul><li>Good at generating many ideas quickly </li></ul><ul><li>Positive self-image </li></ul><ul><li>Sensitive to the world and others </li></ul><ul><li>Motivated by challenges </li></ul><ul><li>Can withhold a decision until facts have been collected </li></ul><ul><li>Value independence </li></ul><ul><li>Rich fantasy life </li></ul><ul><li>Flexible </li></ul><ul><li>Concerned with meanings and implications of a problem not small details </li></ul>Van Schaik Publishers

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THE CREATIVE CLIMATE <ul><li>Trusting management </li></ul><ul><li>Open channels of communication </li></ul><ul><li>Contact and communication with outsiders </li></ul><ul><li>Large variety of personality types among employees </li></ul><ul><li>Willingness to accept change </li></ul><ul><li>Experimentation with new ideas </li></ul><ul><li>No fear of negative consequences of making a mistake </li></ul><ul><li>Merit-based selection/promotion of employees </li></ul><ul><li>Techniques that encourage ideas </li></ul><ul><li>Financial, managerial, human and time resources to accomplish goals </li></ul>Van Schaik Publishers

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STIMULATING INNOVATION IN THE BUSINESS <ul><li>Focus employee intelligence on the product and customer </li></ul><ul><li>Enhance subject matter expertise </li></ul><ul><li>Encourage unconventional ideas </li></ul><ul><li>Encourage employees not to fear ambiguity or uncertainty </li></ul><ul><li>Avoid forcing employees to explain or justify themselves </li></ul><ul><li>Motivate employees in a suitable manner </li></ul>Van Schaik Publishers

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THE INTRAPRENEURIAL PROCESS <ul><li>Stage 1: Choosing an idea </li></ul><ul><li>Stage 2: Planning the business </li></ul><ul><li>Stage 3: Identifying sponsors - the protectors of new ideas </li></ul>Van Schaik Publishers

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FACTORS HAMPERING INTRAPRENEURSHIP <ul><li>Costs and rewards </li></ul><ul><li>Inertia </li></ul><ul><li>Hierarchy </li></ul>Van Schaik Publishers

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THE INTRAPRENEURIAL WAY OF LEADERSHIP <ul><li>Important components: </li></ul><ul><li>Freedom, democracy and trade-offs </li></ul><ul><li>Making others feel good </li></ul><ul><li>No need for power </li></ul><ul><li>Avoiding conflict </li></ul><ul><li>Sharing the visionary task </li></ul>Van Schaik Publishers

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IMPLEMENTATION OF INTRAPRENEURSHIP IN THE SOUTH AFRICAN BUSINESS <ul><li>The individual intrapreneur </li></ul><ul><li>The intrapreneurial team </li></ul><ul><li>The intrapreneurial organisation </li></ul><ul><li>Intrepreneurial outposts </li></ul>Van Schaik Publishers