Corporate intrapreneurship has been recognized as potentially viable and innovation exploring in its growth-maturity business journey.
Practicing intrapreneurship means enterprises should cultivate a startup culture, get smarter and flexible in building unique business competencies and pursuing the next cycle of business growth.
Explore new path: Intrapreneurship is about discovering the new path for growth and balancing innovation with other organizational priorities. The intrapreneurial activities such as business model innovation, running IT as a startup, etc, help companies develop new businesses that create revenue streams; improve organizational growth and profitability, depending on the company’s competitive environment, their impact may increase over time. Most companies spend a significant amount of resources & talent to keep business running as usual, only leaving very little to invest on innovation. Corporate Entrepreneurship activities can enhance a company’s success by promoting product and process innovations. It improves company performance by increasing the firm’s pro-activeness and willingness to take risks, and by pioneering the development of new products, services, processes through enriching its competitiveness.
The heart of entrepreneurship is about changes, organizations no matter large or small, all face the unprecedented change, uncertainty, and accelerated business dynamic. It’s the journey of continuing to explore the new path for growth, riding the learning curve, capturing business opportunities timely, rolling it out and measuring the result accordingly. Intrapreneurship is about balancing innovation with other organizational priorities, it presents a possibly even greater challenge and reward by pioneering the development of new products, processes, and services through enriching its competitiveness and developing business strength.
Go smarter and flexible: In face of fierce competition and frequent disruptions, all companies across sectors need to figure out an alternative way in which an enterprise intends to leverage the emerging technologies or uprising trends to make profit, etc. Practicing intrapreneurship means the enterprise should go smarter, and flexible, with the right dose of risk tolerance and risk intelligence to convert a problem into an opportunity and drive business growth smoothly. Being entrepreneurial is first the mindset, then an attitude, and skills are the easier part to be developed, for improving organizational agility and flexibility. Intrapreneurship requires a lot more future vision as well as a strategic mindset, the “can do” spirit and innovative activities and practices.
The management needs to contemplate how to develop a new business model or build up a startup culture. The biggest source of innovation within a company is built on culture - the collective attitude, the focus should be on the capability of innovative thinkers to contribute to particular professional practices in specific contexts. Primary responsibility for people's behavior and performance must lie with the higher levels of management; they after all set the tone for the organizational culture. If an established firm identifies a new value proposition that requires a change in the business model or the creation of a new one, then it's strategically safer to develop an independent venture, people can get out of “we always do things like that” mentality, and become bolder to experiment and rejuvenate the culture of innovation. So they can strike the right balance of stability and acceleration.
Leadership sets the tone to advocate intrapreneurship and encourage innovation: Open-minded intrapreneur leaders are in demand, have bold visions, explain the big “whys” clearly, to articulate the strategic rationale behind the venture, deploy new ideas, new processes, new adventures to adapt to change. They are not only self-motivated, but also motivate teams to cultivate change capabilities and bring back new designs that they might not even recognize using the current context, and improves company performance by increasing the firm’s pro-activeness. Leadership is not only saying, but acting, showing, guiding, coaching, etc, and that comes to a leadership process, as to tackle risk is to create a culture of intrapreneurship.
Leadership sets the tone for the business culture. Entrepreneurs taste risk as bitter experience and show resilience to recover. Entrepreneur leaders have willingness to take risks. Good intrapreneur-leaders are systematic and good at calculating the risk, the value of piloting a project is tied to the broader importance of staging a venture systematically. Intrapreneur leaders often have balanced viewpoints to perceive success and failure objectively, such mental toughness will help an organization become more resilient, and nurture the culture of risk tolerance. Failure + Quantity = Success.
Corporate intrapreneurship has been recognized as potentially viable and innovation exploring in its growth-maturity business journey. Corporate Entrepreneurship activities can improve organizational growth and profitability and, depending on the company’s competitive environment, their impact may increase over time; helping struggling companies in traditional industry turning around; and enabling well-established companies to keep reinventing themselves for improving their competencies.
Explore new path: Intrapreneurship is about discovering the new path for growth and balancing innovation with other organizational priorities. The intrapreneurial activities such as business model innovation, running IT as a startup, etc, help companies develop new businesses that create revenue streams; improve organizational growth and profitability, depending on the company’s competitive environment, their impact may increase over time. Most companies spend a significant amount of resources & talent to keep business running as usual, only leaving very little to invest on innovation. Corporate Entrepreneurship activities can enhance a company’s success by promoting product and process innovations. It improves company performance by increasing the firm’s pro-activeness and willingness to take risks, and by pioneering the development of new products, services, processes through enriching its competitiveness.
The heart of entrepreneurship is about changes, organizations no matter large or small, all face the unprecedented change, uncertainty, and accelerated business dynamic. It’s the journey of continuing to explore the new path for growth, riding the learning curve, capturing business opportunities timely, rolling it out and measuring the result accordingly. Intrapreneurship is about balancing innovation with other organizational priorities, it presents a possibly even greater challenge and reward by pioneering the development of new products, processes, and services through enriching its competitiveness and developing business strength.
Go smarter and flexible: In face of fierce competition and frequent disruptions, all companies across sectors need to figure out an alternative way in which an enterprise intends to leverage the emerging technologies or uprising trends to make profit, etc. Practicing intrapreneurship means the enterprise should go smarter, and flexible, with the right dose of risk tolerance and risk intelligence to convert a problem into an opportunity and drive business growth smoothly. Being entrepreneurial is first the mindset, then an attitude, and skills are the easier part to be developed, for improving organizational agility and flexibility. Intrapreneurship requires a lot more future vision as well as a strategic mindset, the “can do” spirit and innovative activities and practices.
The management needs to contemplate how to develop a new business model or build up a startup culture. The biggest source of innovation within a company is built on culture - the collective attitude, the focus should be on the capability of innovative thinkers to contribute to particular professional practices in specific contexts. Primary responsibility for people's behavior and performance must lie with the higher levels of management; they after all set the tone for the organizational culture. If an established firm identifies a new value proposition that requires a change in the business model or the creation of a new one, then it's strategically safer to develop an independent venture, people can get out of “we always do things like that” mentality, and become bolder to experiment and rejuvenate the culture of innovation. So they can strike the right balance of stability and acceleration.
Leadership sets the tone to advocate intrapreneurship and encourage innovation: Open-minded intrapreneur leaders are in demand, have bold visions, explain the big “whys” clearly, to articulate the strategic rationale behind the venture, deploy new ideas, new processes, new adventures to adapt to change. They are not only self-motivated, but also motivate teams to cultivate change capabilities and bring back new designs that they might not even recognize using the current context, and improves company performance by increasing the firm’s pro-activeness. Leadership is not only saying, but acting, showing, guiding, coaching, etc, and that comes to a leadership process, as to tackle risk is to create a culture of intrapreneurship.
Leadership sets the tone for the business culture. Entrepreneurs taste risk as bitter experience and show resilience to recover. Entrepreneur leaders have willingness to take risks. Good intrapreneur-leaders are systematic and good at calculating the risk, the value of piloting a project is tied to the broader importance of staging a venture systematically. Intrapreneur leaders often have balanced viewpoints to perceive success and failure objectively, such mental toughness will help an organization become more resilient, and nurture the culture of risk tolerance. Failure + Quantity = Success.
Corporate intrapreneurship has been recognized as potentially viable and innovation exploring in its growth-maturity business journey. Corporate Entrepreneurship activities can improve organizational growth and profitability and, depending on the company’s competitive environment, their impact may increase over time; helping struggling companies in traditional industry turning around; and enabling well-established companies to keep reinventing themselves for improving their competencies.
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