This document discusses intrapreneurship and the role of intrapreneurs. It defines intrapreneurship as employee-led initiatives within a company to undertake innovative projects without being explicitly asked. It then outlines characteristics of successful intrapreneurs, such as taking risks and admitting mistakes. The document also discusses the impact of a lack of sense of ownership within employees and the roles of intrapreneurs as subordinates and bosses. Finally, it provides mantras for intrapreneurs centered around taking initiatives, using intelligence, ensuring integrity, and caring for one's industry.

1. Presentation By
Liju G Chacko
Ramesh Moorthy B
Praveen Dugaya

2. ContentsContentsContentsContents
• Introduction.
• Intrapreneurship.
• Impact of Lack of sense of ownership.
• Characteristics of an Intrapreneur.
• Role of Intrapreneur as a subordinate.
• Role of Intrapreneur as a Boss.
• Four I’s Mantras of an Intrapreneur.
• Conclusion.

3. What is it?What is it?What is it?What is it?
• It’s the feeling that organization is yours-
• Organizational identification- belongingness to the
organization
• Organizational commitment- accepting the
organization’s goals

4. IntrapreneurshipIntrapreneurshipIntrapreneurshipIntrapreneurship
• Word was coined in 1976 by Gifford and Elizabeth
Pinchot
• Employee initiatives to undertake something
innovative, without being asked.
• Google allows 20% of their time to employees
pursue projects of their choice. Intel has a tradition
of implementing intrapreneurship

5. Lack of sense of ownershipLack of sense of ownershipLack of sense of ownershipLack of sense of ownership
• Individuals putting no effort, makes others frustrate
/de-motivate
• Creates environment of blame and finger pointing
• Paycheck
• Benefits
• Holidays

6. Successful IntraprenuerialSuccessful IntraprenuerialSuccessful IntraprenuerialSuccessful Intraprenuerial
• Take risks
• Admits ignorance
• Redefines the problem and get to the root cause
• Admits Mistakes
• Think Big (future plans)

7. Example:Example:Example:Example:
Risk:
• In 1973 Dr. Kalam became the project director of India’s
SLV-3.August 1979 SLV-3 was launched although the
computer program put the launch on hold.
Admitting Mistake:
• Then Chairman , Prof. Satish Dhawan during the press
conference he took responsibility for the failure.
Think Big:
• Chairman assured the media that in another one year,
the team would definitely succeed. July 1980, ISRO
succeeded.

8. RoleRoleRoleRole as a subordinateas a subordinateas a subordinateas a subordinate
• Discuss the changes/ideas as early as
possible
• Attitude Changing is a longer-term process,
Repetition is a powerful tool.
• Contradict and contrast against the available
alternatives

9. Role as a BossRole as a BossRole as a BossRole as a Boss
•Spread a sense of ownership
•Give employee input into/control over
how their own work
• Give your employees support to solve
issues
•Tolerate rare failures
•Treat your employees alike.
•Trust subordinates

10. Sum upSum upSum upSum up---- FourFourFourFour I’sI’sI’sI’s MantrasMantrasMantrasMantras
• Take Initiatives
• Be proactive
• Use your Intelligence
• Knowledge, skills and experiences.
• Care for your Industry
• Industry motives
• Ensure Integrity
• Get Along with Co-Workers & make
people like you

11. ConclusionConclusionConclusionConclusion
Ability has nothing to do with opportunity,
Success has nothing to do with IQ
Feel like a KingFeel like a KingFeel like a KingFeel like a King
Think like a freakThink like a freakThink like a freakThink like a freak
Act like a soldierAct like a soldierAct like a soldierAct like a soldier
Feel like a KingFeel like a KingFeel like a KingFeel like a King
Think like a freakThink like a freakThink like a freakThink like a freak
Act like a soldierAct like a soldierAct like a soldierAct like a soldier
So …So …So …So …