Intrapreneurship is a unique combination of “being innovative” and high mature leadership that develop and achieve high quality and meaningful results over a sustained period of time.
Intrapreneur leaders are in demand to practice entrepreneur activities, transform innovative ideas to realize its business value, rejuvenate culture of creativity and improve organizational agility and performance.
Intrapreneur’s ownership mentality enhances accountability: Intrapreneur leaders with an ownership mentality have better self-awareness, are able to break down silo mentality, encourage idea sharing, and have passion to run an innovative organization. Professional managers keep the lights on, set up and manage within the box; intrapreneur leaders think out of the box, bend some rules in order to discover the new path of growth or figure out different ways to solve problems. By working together, they can strike the right balance between increasing productivity and encouraging innovation; between setting principles to inspire innovation and building standards to improve business efficiency; between exploring the new ways to do things and following the industry’s best practices, between stability and change, creativity and process.
Lack of accountability is often one of the biggest obstacles to get things done in many companies across the industries. Good intrapreneur-leaders present accountability, encourage responsible cross-functional communication, collective decision-making, open door listening with empathy, innovative problem-solving with transparency. Shared accountability or collective accountability involves shared ownership, empathetic communication, and mutual trust in successes.
Intrapreneur-leaders with ownership mentality and optimism can rejuvenate the culture of innovation: To reinvent a stagnated organization, constructive “disruption” and “stimulation” are needed to first disrupt, and then reconstruct, integrate all critical business elements into unique innovation competency. Intrapreneur-leaders advocate an “every individual as a stakeholder” culture, bring optimism to influence the organization’s culture, break down bureaucracy, idea bottleneck, linear knowledge box, leaders deploy new ideas, new processes, new adventures to adapt to change, and facilitate cross-boundary collaboration.
Innovation is about having fresh knowledge and new processes to solve problems in alternative ways. Advocating intrapreneurship in the "corporate" world has a lot to do with fostering an innovative environment to disrupt outdated mindsets, systems, processes, cultures, business models, or practices. Intrapreneur leadership is the unique combination of "out-of-the-box" mentality and leadership behaviors that develop and achieve high quality and meaningful results over a sustained period of time.
Good intrapreneur-leaders with ownership mentality and toughness can proactively and systematically manage risks: Practicing intrapreneurship is an adventure in many traditional companies. High return is usually proportionate to high risks. Corporate entrepreneurship is embodying risk-taking and more radical changes, helping the company develop either the new business model or the differentiated business competency to create revenue and improve the top line growth, promote & sustain business performance, and renew the business energy.
Intrapreneur leaders are open-minded and confident to take the path perhaps no one ever takes before, they need to have the right dose of risk tolerance attitude, and show resilience to fail fast and forward. Good intrapreneur-leaders are systematic and good at calculating the risk. They demonstrate such mental toughness to help the organization become more resilient, and nurture the culture of risk-tolerance. Intrapreneurship activities unlock business growth by increasing the firm’s pro-activeness and willingness to take risks, capture opportunities, roll it out and measure the high performance business results accordingly.
Intrapreneurship is a unique combination of “being innovative” and high mature leadership that develop and achieve high quality and meaningful results over a sustained period of time. Practicing intrapreneurship in large enterprises needs to strike the right balance between stability and agility, process and creativity with the goals to “loose up,” recharge creative energy and build innovation competency.
Intrapreneur’s ownership mentality enhances accountability: Intrapreneur leaders with an ownership mentality have better self-awareness, are able to break down silo mentality, encourage idea sharing, and have passion to run an innovative organization. Professional managers keep the lights on, set up and manage within the box; intrapreneur leaders think out of the box, bend some rules in order to discover the new path of growth or figure out different ways to solve problems. By working together, they can strike the right balance between increasing productivity and encouraging innovation; between setting principles to inspire innovation and building standards to improve business efficiency; between exploring the new ways to do things and following the industry’s best practices, between stability and change, creativity and process.
Lack of accountability is often one of the biggest obstacles to get things done in many companies across the industries. Good intrapreneur-leaders present accountability, encourage responsible cross-functional communication, collective decision-making, open door listening with empathy, innovative problem-solving with transparency. Shared accountability or collective accountability involves shared ownership, empathetic communication, and mutual trust in successes.
Intrapreneur-leaders with ownership mentality and optimism can rejuvenate the culture of innovation: To reinvent a stagnated organization, constructive “disruption” and “stimulation” are needed to first disrupt, and then reconstruct, integrate all critical business elements into unique innovation competency. Intrapreneur-leaders advocate an “every individual as a stakeholder” culture, bring optimism to influence the organization’s culture, break down bureaucracy, idea bottleneck, linear knowledge box, leaders deploy new ideas, new processes, new adventures to adapt to change, and facilitate cross-boundary collaboration.
Innovation is about having fresh knowledge and new processes to solve problems in alternative ways. Advocating intrapreneurship in the "corporate" world has a lot to do with fostering an innovative environment to disrupt outdated mindsets, systems, processes, cultures, business models, or practices. Intrapreneur leadership is the unique combination of "out-of-the-box" mentality and leadership behaviors that develop and achieve high quality and meaningful results over a sustained period of time.
Good intrapreneur-leaders with ownership mentality and toughness can proactively and systematically manage risks: Practicing intrapreneurship is an adventure in many traditional companies. High return is usually proportionate to high risks. Corporate entrepreneurship is embodying risk-taking and more radical changes, helping the company develop either the new business model or the differentiated business competency to create revenue and improve the top line growth, promote & sustain business performance, and renew the business energy.
Intrapreneur leaders are open-minded and confident to take the path perhaps no one ever takes before, they need to have the right dose of risk tolerance attitude, and show resilience to fail fast and forward. Good intrapreneur-leaders are systematic and good at calculating the risk. They demonstrate such mental toughness to help the organization become more resilient, and nurture the culture of risk-tolerance. Intrapreneurship activities unlock business growth by increasing the firm’s pro-activeness and willingness to take risks, capture opportunities, roll it out and measure the high performance business results accordingly.
Intrapreneurship is a unique combination of “being innovative” and high mature leadership that develop and achieve high quality and meaningful results over a sustained period of time. Practicing intrapreneurship in large enterprises needs to strike the right balance between stability and agility, process and creativity with the goals to “loose up,” recharge creative energy and build innovation competency.
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