This document discusses intrapreneurship and entrepreneurship within large organizations. It defines intrapreneurs as individuals within large companies who show entrepreneurial traits by being a source of creativity and new ideas. The document compares the attributes of managers, entrepreneurs, and intrapreneurs. It also discusses how entrepreneurship can occur in different phases of organizational growth and examines dimensions of entrepreneurship within firms like strategic orientation, commitment to opportunities, and entrepreneurial culture. The document provides characteristics of an environment that encourages entrepreneurship and the leadership traits of corporate entrepreneurs.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
Létat idéal pour innover? Le flow - Vincent Nassar, HES-SO / EPFLRezonance
Présentation de Vincent Nassar (HES-SO / EPFL) lors de la conférence First Rezonance "Manager de l'innovation, un métier?" le 04 octobre 2012 au Centre Patronal de Paudex
Managing with VUCA: Breaking the Corporate Addiction to Luck and HopeDavid Sypnieski
The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades and generations past. Traditional, simple, and historic demographic based data isn't sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments.
An evolved set of skills, tools and processes are required to develop successful corporate strategies and thrive in the "Social Economy". In the Social Economy, principles that drove business strategy now expose companies to a tremendous amount of risk due to what is known as the VUCA context. Successfully navigating VUCA with Traditional Strategies requires a significant amount of Hope and Luck. Evolved leaders and strategies engage in activities that on the surface counter the intuition of Traditional Strategists, but ultimately drive out an organization's reliance on Hope and Luck to survive.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
Létat idéal pour innover? Le flow - Vincent Nassar, HES-SO / EPFLRezonance
Présentation de Vincent Nassar (HES-SO / EPFL) lors de la conférence First Rezonance "Manager de l'innovation, un métier?" le 04 octobre 2012 au Centre Patronal de Paudex
Managing with VUCA: Breaking the Corporate Addiction to Luck and HopeDavid Sypnieski
The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades and generations past. Traditional, simple, and historic demographic based data isn't sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments.
An evolved set of skills, tools and processes are required to develop successful corporate strategies and thrive in the "Social Economy". In the Social Economy, principles that drove business strategy now expose companies to a tremendous amount of risk due to what is known as the VUCA context. Successfully navigating VUCA with Traditional Strategies requires a significant amount of Hope and Luck. Evolved leaders and strategies engage in activities that on the surface counter the intuition of Traditional Strategists, but ultimately drive out an organization's reliance on Hope and Luck to survive.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
In our hyper-competitive, always-connected world, organizations are increasingly becoming focused on improving both their speed to market and their revenue per headcount. In this environment, more senior leaders every day are seeing innovation as the primary way to gain competitive advantage and to simultaneously increase revenue and cut costs. At the same time, organizations are struggling to find ways to accelerate their pace of innovation without escalating their costs faster than their budgets will allow.
Entrepreneurship past present future 2012 Shaker Zahra EGEPEMillikin University
Na Assembleia da Anegepe, evento pré congresso do EGEPE, o Prof. Shaker Zahra nos trouxe sua visão sobre as tendências de pesquisa em empreendedorismo no mundo. Mar/2012, Florianópolis.
The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students ́ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).
In our hyper-competitive, always-connected world, organizations are increasingly becoming focused on improving both their speed to market and their revenue per headcount. In this environment, more senior leaders every day are seeing innovation as the primary way to gain competitive advantage and to simultaneously increase revenue and cut costs. At the same time, organizations are struggling to find ways to accelerate their pace of innovation without escalating their costs faster than their budgets will allow.
Entrepreneurship past present future 2012 Shaker Zahra EGEPEMillikin University
Na Assembleia da Anegepe, evento pré congresso do EGEPE, o Prof. Shaker Zahra nos trouxe sua visão sobre as tendências de pesquisa em empreendedorismo no mundo. Mar/2012, Florianópolis.
The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students ́ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).
Strength and Weaknesses of Innovation ImplementationJeovan Figueiredo
Apresentação de artigo submetido e aprovado na 25th Annual Conference of POMS (Atlanta, USA, 2014). Artigo completo disponível em http://www.pomsmeetings.org/EventsNet/?pr=1&ev=51
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. MOD001093MOD001093
ENTREPRENEURSHIP ANDENTREPRENEURSHIP AND
INNOVATION:INNOVATION:
INTRAPRENEURSHIP ININTRAPRENEURSHIP IN
LARGE ORGANISATIONSLARGE ORGANISATIONS
Prof.Stephen OngProf.Stephen Ong
BSc(Hons)Econs (LSE), MBA (Bradford)BSc(Hons)Econs (LSE), MBA (Bradford)
Visiting Professor, Shenzhen UniversityVisiting Professor, Shenzhen University
Academic Fellow, Entrepreneurship & Innovation,Academic Fellow, Entrepreneurship & Innovation,
The Lord Ashcroft International Business School, AngliaThe Lord Ashcroft International Business School, Anglia
Ruskin University Cambridge UKRuskin University Cambridge UK
MBA ANGLIA RUSKIN UNIVERSITYMBA ANGLIA RUSKIN UNIVERSITY
5. Intrapreneurship (Pinchot)Intrapreneurship (Pinchot)
Entrepreneurial typesEntrepreneurial types are found inside largeare found inside large
organisations, not only in start-up andorganisations, not only in start-up and growinggrowing
SMEs.SMEs.
Pinchot (between 1978 and 1985) coined the termPinchot (between 1978 and 1985) coined the term
“intrapreneur”.“intrapreneur”.
These individuals show many entrepreneurialThese individuals show many entrepreneurial
traits, yet are able to operate inside largetraits, yet are able to operate inside large
organisations.organisations.
They are often the source of creativity and newThey are often the source of creativity and new
ideas and innovation.ideas and innovation.
Some large companies make room for them inSome large companies make room for them in
special teams.special teams.
7. THE ROLE OFTHE ROLE OF
ENTREPRENEURSENTREPRENEURS
HIP IN LARGEHIP IN LARGE
ORGANISATIONSORGANISATIONS
8. Comparison of Managers, EntrepreneursComparison of Managers, Entrepreneurs
& Intrapreneurs (Hisrich & Peters)& Intrapreneurs (Hisrich & Peters)
9. Growth in OrganisationsGrowth in Organisations
(Greiner, 1972, 1999)(Greiner, 1972, 1999)
1. CREATIVITY
PHASE
2. DIRECTION
PHASE
3. DELEGATION
PHASE
4. COORDINATION
PHASE
5. COLLABORATIO
N PHASE
1.Disrupted by a
leadership crisis
2.Disrupted by a crisis of
autonomy
3.Disrupted by a crisis of
control
4.Disrupted by red tape
5.Disrupted by ?
12. How Entrepreneurial is theHow Entrepreneurial is the
Management of your Firm?Management of your Firm?
Brown,T., Davidson,P. & Wiklund,J. (2001) “AnBrown,T., Davidson,P. & Wiklund,J. (2001) “An
Operationalization of Stevenson’s Conceptualisation ofOperationalization of Stevenson’s Conceptualisation of
Entrepreneurship as Opportunity-Based Firm Behaviour”Entrepreneurship as Opportunity-Based Firm Behaviour”
Strategic Management Journal 22Strategic Management Journal 22
19. Dimensions of EntrepreneurshipDimensions of Entrepreneurship
in Firms(H.Stephenson)in Firms(H.Stephenson)
1.1.Strategic orientationStrategic orientation
2.2.Commitment to opportunityCommitment to opportunity
3.3.Commitment of resourcesCommitment of resources
4.4.Control of resourcesControl of resources
5.5.Management structureManagement structure
6.6.Reward philosophyReward philosophy
7.7.Growth orientationGrowth orientation
8.8.Entrepreneurial CultureEntrepreneurial Culture
20. 1. CORPORATE DIMENSION :1. CORPORATE DIMENSION :
STRATEGIC ORIENTATIONSTRATEGIC ORIENTATION
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Driven byDriven by
perception ofperception of
OpportunityOpportunity
Driven byDriven by
controlledcontrolled
ResourcesResources
A focus on those factors that areA focus on those factors that are
inputs into the formulation ofinputs into the formulation of
the firm’s strategythe firm’s strategy
21. 2. CORPORATE DIMENSION :2. CORPORATE DIMENSION :
COMMITMENT TO OPPORTUNITYCOMMITMENT TO OPPORTUNITY
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
RevolutionaryRevolutionary
with shortwith short
durationduration
EvolutionaryEvolutionary
with longwith long
durationduration
A commitment to taking actionA commitment to taking action
on potential opportunitieson potential opportunities
22. 3. CORPORATE DIMENSION :3. CORPORATE DIMENSION :
COMMITMENT TO RESOURCESCOMMITMENT TO RESOURCES
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Many stagesMany stages
with minimalwith minimal
exposureexposure
A single stageA single stage
with completewith complete
commitmentcommitment
out of decisionout of decision
A focus on how to minimise theA focus on how to minimise the
resources that would be required inresources that would be required in
the pursuit of a particularthe pursuit of a particular
23. 4. CORPORATE DIMENSION :4. CORPORATE DIMENSION :
CONTROL OF RESOURCESCONTROL OF RESOURCES
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Episodic use orEpisodic use or
rent of requiredrent of required
resourcesresources
Ownership orOwnership or
employment ofemployment of
requiredrequired
resourcesresources
A focus on how to accessA focus on how to access
others’ resourcesothers’ resources
24. 5. CORPORATE DIMENSION :5. CORPORATE DIMENSION :
MANAGEMENT STRUCTUREMANAGEMENT STRUCTURE
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Flat withFlat with
multiplemultiple
informalinformal
networksnetworks
HierarchyHierarchy
More organic focus – has few layers ofMore organic focus – has few layers of
bureaucracy between top management and thebureaucracy between top management and the
customer and typically has multiple informalcustomer and typically has multiple informal
networksnetworks
25. 6. CORPORATE DIMENSION :6. CORPORATE DIMENSION :
REWARD PHILOSOPHYREWARD PHILOSOPHY
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Based on valueBased on value
creationcreation
Based onBased on
responsibilityresponsibility
and seniorityand seniority
One that compensates employeesOne that compensates employees
based on their contributionbased on their contribution
toward the discovery/generationtoward the discovery/generation
and exploitation of opportunityand exploitation of opportunity
26. 7. CORPORATE DIMENSION :7. CORPORATE DIMENSION :
GROWTH ORIENTATIONGROWTH ORIENTATION
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Rapid growth isRapid growth is
top priority;top priority;
risk accepted torisk accepted to
achieve growthachieve growth
Safe, slow andSafe, slow and
steadysteady
A focus on rapid growthA focus on rapid growth
27. 8. CORPORATE DIMENSION :8. CORPORATE DIMENSION :
ENTREPRENEURIAL CULTUREENTREPRENEURIAL CULTURE
ENTREPRENEURIALENTREPRENEURIAL
FOCUSFOCUS
ADMINISTRATIVEADMINISTRATIVE
FOCUSFOCUS
Promoting broadPromoting broad
search forsearch for
opportunitiesopportunities
OpportunityOpportunity
search restrictedsearch restricted
by controlledby controlled
resources;resources;
failure punishedfailure punished
A focus on encouragingA focus on encouraging
employees to generateemployees to generate
ideas, experiment, andideas, experiment, and
engage in other tasksengage in other tasks
that might producethat might produce
opportunitiesopportunities
29. Characteristics ofCharacteristics of
Entrepreneurship EnvironmentEntrepreneurship Environment
1.1.Organisation operates onOrganisation operates on
frontiers of technologyfrontiers of technology
2.2.New ideas encouragedNew ideas encouraged
3.3.Trial and error encouragedTrial and error encouraged
4.4.Failures allowedFailures allowed
5.5.No opportunity parametersNo opportunity parameters
6.6.Resources available andResources available and
accessibleaccessible
30. Characteristics ofCharacteristics of
Entrepreneurship EnvironmentEntrepreneurship Environment
7.7. Multidiscipline teamworkMultidiscipline teamwork
approachapproach
8.8. Long time horizonLong time horizon
9.9. Volunteer programmeVolunteer programme
10.10.Appropriate reward systemAppropriate reward system
11.11.Sponsors and championsSponsors and champions
availableavailable
12.12.Support of top managementSupport of top management
31. Leadership CharacteristicsLeadership Characteristics
of a Corporateof a Corporate
EntrepreneurEntrepreneur
Understands theUnderstands the
environmentenvironment
Is visionary and flexibleIs visionary and flexible
Creates managementCreates management
optionsoptions
Encourages teamworkEncourages teamwork
Encourages open discussionEncourages open discussion
Builds a coalition ofBuilds a coalition of
supporterssupporters
34. 34
ConclusionConclusion
““Entrepreneurship is an approachEntrepreneurship is an approach
to management …to management …
the pursuit of opportunitythe pursuit of opportunity
without regard to resourceswithout regard to resources
currently controlled.”currently controlled.” HowardHoward
StephensonStephenson
35. Further ReadingFurther Reading
Hisrich, R. ,Peters, M. & Shepherd, D. (2013)Hisrich, R. ,Peters, M. & Shepherd, D. (2013)
“Entrepreneurship”, 9“Entrepreneurship”, 9thth
edition, McGraw Hilledition, McGraw Hill
Deakins, D and Freel, M. (2012)Deakins, D and Freel, M. (2012)
“Entrepreneurship and Small Firms” 6th ed.“Entrepreneurship and Small Firms” 6th ed.
McGraw Hill, LondonMcGraw Hill, London
Birley, S. & Musyka, D. (2000) MasteringBirley, S. & Musyka, D. (2000) Mastering
Entrepreneurship, FT Prentice HallEntrepreneurship, FT Prentice Hall