Intrapreneurship is a competency required to foster a culture of change within an enterprise so as to build sustainable advantage over time. The practice applies to developing and launching new products and/or services within established enterprises. It applies also to entering new markets, and building new or reengineering existing infrastructures.
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An intrapreneur is an agent of change within an enterprise
who takes risk to transform an innovative idea into value.
Intrapreneurs are found in institutional enterprises and
are the equivalent of entrepreneurs in entrepreneurial
enterprises. Intrapreneurs can be appointed by management,
but often emerge from within based upon a perceived need
for change.
An
entrepreneurial enterprise is not yet established as an
ongoing concern; an institutional enterprise is established
- the term refers to small, medium and large
enterprises.
Entrepreneurial enterprises migrate through three broad waypoints: transforming an innovative idea into a product and/or service (as a venture); transforming a product and/or service into an entrepreneurial enterprise; and transforming an entrepreneurial enterprise into an institutional enterprise.
Institutional enterprises migrate through three broad waypoints iteratively: transforming an innovative idea into a product and/or service; integrating the product and/or service into the enterprise; and building sustainable advantage. Sustainable means being able to continue over time, either by developing, enhancing, or maintaining the current state, or by changing it. Advantage means favorable, superior, and beneficial.
For example, Microsoft is an institutionalized provider of office application and operating system software, but began as an entrepreneurial enterprise offering a BASIC programming language interpreter. The General Electric Company, one of the largest enterprises in the world, has its roots in Thomas Edison's laboratory.
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Institutional enterprises must either innovate internally
through the practice of intrapreneurship, or acquire
entrepreneurial enterprises in order to survive.
Entrepreneurial enterprises and intrapreneurial
institutional enterprises usually have well-developed
research and development capabilities; otherwise innovation
has to be acquired from external sources in order for an
institutional enterprise to remain
competitive.
For
example, even though IBM Corporation is an innovative
institutional enterprise in its own right, it acquired
Lotus Development Corporation in order to strengthen its
position in client/server and collaborative software
markets.
For
example, Digital Equipment Corporation was an innovator of
minicomputer products, but as it institutionalized, it
struggled in the personal computer market. It was acquired
by Compaq Computer Corporation, who in turn merged with The
Hewlett-Packard Company.
The
practice of intrapreneurship can result in the incubation
of entrepreneurial enterprises, which can be spun of as
either entrepreneurial or institutional enterprises. For
example, Medco Health Solutions, Inc. is an institutional
spin-off from Merck & Co., Inc.
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Change
is often unwelcome and unpopular. Change management can be
highly controversial - the consequential internal politics
can be highly risky for intrapreneurs.
Whereas
new product and/or service ideas, and new market entry and
infrastructure initiatives often originate in strategic
planning exercises, new ideas come frequently from the
"front-line." The front-line is the listening post to the
marketplace, especially to customers, suppliers and
employees at competitors. However, sometimes these ideas
conflict with the views of the vested interests - often the
middle-management layer. As a consequence, some
intrapreneurs have to initiate change from the "grassroots"
instead of in the "blue skies." Reengineering initiatives
are usually very unpopular because when processes are
redesigned, unnecessary activities are eliminated.
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Intrapreneurs
have to find internal sponsors for their ideas and
initiatives who have political clout just like
entrepreneurs have to find investors. In fact, even
initiatives that were previously approved by top management
can lose momentum over time, and be subject to
cancellation.
Just
like entrepreneurs, many intrapreneurs move on before their
ideas are fully implemented (if at all) because they don't
have the patience for the long time frames required to
enact change in institutional enterprises. The enterpriship
competencies of entrepreneurship, leadership, and
management apply equally to intrapreneurs as they do to
entrepreneurs.
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From Nigel A.L. Brooks
http://www.nigelalbrooks.com
Article Source:
http://EzineArticles.com/?expert=Nigel_Brooks
http://www.scribd.com/doc/31749501/Intrapreneurship-Fostering-Change-Within-Established-Enterprises
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