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Innovation Through Intrapreneuring

1987; RELX Group (Netherlands); Linguagem: Inglês

1556-5068

Gifford Pinchot,

Entrepreneurship Studies and Influences

The United States needs to increase its speed and cost-effectiveness in innovation; but most large companies are inefficient in turning new technologies into profitable businesses (commercialization), cost reductions, new features, and competitive advantages. They fail to identify, support, and exploit the intrapreneurs. Firms must learn to manage intrapreneurs. Intrapreneurs must be distinguished from promoters. Intrapreneurs have visions and the ability (actions) to turn ideas into marketplace successes; they search for the market for their innovation. People can succeed as intrapreneurs if they: (1) do anything to move their idea forward, (2) ask for forgiveness rather than for permission, (3) come to work each day willing to be fired, and (4) work underground as long as possible. Firms must find intrapreneurs to trust, and give them the resources and personnel needed. They must give intrapreneurs the skills they need as well as role models. They can be hired initially or raided, and suggestions on hiring are offered. Researchers must be kept close to model shops and pilot plants. Flexibility in work roles and knowledge sharing across organizational units is needed. (TNM)