The document discusses intrapreneurship as a new way of entrepreneurship within large companies. It defines the differences between entrepreneurs and managers/intrapreneurs, and describes how large firms can build an entrepreneurial organization by promoting an entrepreneurial culture, strategy, and structure. The key aspects that differentiate entrepreneurs from intrapreneurs are ownership, decision power, incentives, and risk tolerance.

1. Une nouvelle façon d'entreprendre : l'intrapreneuriat ! Olivier Witmeur 15 février 2011 Cercle du Lac

4. Entrepreneurs vs Managers ?

6. Traditional vs Entrepreneurial Management (Adapted from H. Stevenson) 15/02/2011 Cercle du Lac - Intrapreneuriat ENTREPRENEURIAL TRADITIONAL Strategic Orientation Driven by perception of opportunity Driven by resources currently controlled Commitment to opportunity Revolutionary with short duration Evolutionary of long duration Commitment of resources Multistaged with minimal exposure at each stage Single-staged with complete commitment upon decision Control of resources Episodic use of rent of required resources Ownership or employment of required resources Management structure Flat with multiple informal networks Formalized hierarchy Reward philosophy Value-driven Performance-based Team-oriented Security-driven Resource-based Promotion-oriented

8. Managerial Thinking  Causal Reasonning Selecting between given means to achieve a predefined goal 15/02/2011 Cercle du Lac - Intrapreneuriat

9. Strategic Thinking  Creative Causal Reasoning Generating new means to achieve pre-determined goals 15/02/2011 Cercle du Lac - Intrapreneuriat

10. Entrepreneurial Thinking  Effectual Reasoning Imagining possible new ends using a given set of means 15/02/2011 Cercle du Lac - Intrapreneuriat

12. From Causation to Effectuation … …and Vice-Versa TIME AND EXPERIENCE LOGIC Causal Effectual Novice entrepreneur Expert entrepreneur Start-up firm Large firm Shift in logic necessitated by firm growth Entrepreneurs do not always manage to bridge this gap Moderating effect of resources 15/02/2011 Cercle du Lac - Intrapreneuriat

13. Cognitive Distribution of Managerial and Entrepreneurial Thinking Effectual Causal Low Low High High Expert Entrepreneurs Experienced VCs Angels Organic Growth Leaders Corporate Managers Novice VCs Novice Entrepreneurs Entrepreneurial Large Firms 15/02/2011 Cercle du Lac - Intrapreneuriat

14. Entrepreneur vs Intrapreneur.

15. Entrepreneurs and Intrapreneurs Lifestyle Entrepreneurs Intrapreneurs 15/02/2011 Cercle du Lac - Intrapreneuriat Owner-Manager in Small Firms Managers in Large Firms Entrepreneurs

17. It is not only about ‘pure’ Entrepreneurship. Entrepreneurship Innovation Creativity Strategy Culture Marketing Leadership Knowledge Management 15/02/2011 Cercle du Lac - Intrapreneuriat Entrepreneurial Management

18. Building the Entrepreneurial Organization

22. Organizational framework for Internal Venturing Adapted from Burns, 2008 15/02/2011 Cercle du Lac - Intrapreneuriat Strategic Importance Very important Uncertain Not important Operational relatedness Unrelated Special BU Special BU Spin-off Partly related New department New department Contracting Strongly related Direct Integration New department Contracting