ENTREPRENEURSHIP Lecture No 23 Resource Person Malik Jawad

ENTREPRENEURSHIP Lecture No: 23 Resource Person: Malik Jawad Saboor Assistant Professor Department of Management Sciences COMSATS Institute of Information Technology Islamabad.

Previous Lecture Review • Define Elevator Pitch • Elevator Pitch Must Haves & Cautions • Elements of Pitch • Dragon’s Den Video

OBJECTIVES • • Define Intrapreneurs Types of Corporate Entrepreneurship Compensation of Intrapreneurs Barriers to Intrapreneurship Freedom Factors attached to Intrapreneurship Advantages/ Disadvantages of Intrapreneurship How Companies can support Intrapreneurs Ten Commandments of Intrapreneurship

Definition; • Entrepreneurship within an existing business. • The development within a corporation of internal markets, Or autonomous or semi-autonomous business units, that produce products, services, or technologies in a unique way. • An opportunity for corporate managers to take initiative & try new ideas. • An internal corporate venture (ICV)

Intrapreneurship is based on the concept of using entrepreneurial skills within an established firm by encouraging innovation by employees. These employees can use start-up business techniques within a firm (large, medium, or small) to create new products or services from existing products or services, or create new synergistic products or services for the company. This is accomplished by allowing and fostering non traditional thinking and by encouraging and supporting the use of “out of the box thinking” within the firm.

Examples • Google allows engineers “ 20 -percent time” so that they’re free to work on projects in which they have a personal interest • POST IT NOTES • 3 M Intrapreneurs Spencer Silver and Art Fry

Models of Corporate Entrepreneurship • Administrative Model • Opportunistic Model • Acquisitive Model • Imitative Model • Incubative Model

Compensation of Intrapreneurs • Traditional • SBU • Corporate Spin Off

Skills required • It takes a unique set of skills beyond creativity in order to become a successful intrapreneur. An intrapreneur must be willing to take some risks at sharing and pushing an unique idea, have the perseverance to wait for senior management’s final approval to create and launch a product or service, and possess the drive to see the idea through to fruition, no matter what.

The barriers • • Corporate bureaucracy Internal product competition Competing demands for resources Resistance to change Absence of “internal venture capitalists” for guidance employees’ lack of ownership reduces commitment Corporate environment not as free to creative people as entrepreneurial environment.

Freedom factors • The right to appoint oneself as an intrapreneur. • The right to stay with the venture • The right to make decisions • The right to appropriate corporate slack • The right to start small

Freedom factors (contd. ) • • • The right to fail The right to take enough time to succeed The right to cross borders The right to recruit team members The right to choose

Advantages of Intrapreneuring over Entrepreneuring • • • Capital Sources Access to customers Infrastructure Management Pools Leverage on an existing business

Disadvantages of Intrapreneuring over Entrepreneuring Continuity of Sponsorship P & L Focus Short Term Mentality Corporate Meddling, Bureaucracy, Decision by committee • Lack of Passion • Have to be big to be material • Aversion to risk • •

How companies can support the process • Shorten the search for funding • Offer a stable pay check as an idea germinates • Find creative ways to reward employees and let them get rich from their creations • Can have longer time horizons than venture capitalists have • Allow people to speak their minds and proceed with their plans if they have sufficient evidence and arguments • Allow employees to take risks without fear of reprisals • Have a formal process for moving an idea from research to product to market. • Understand the right balance between structure and spontaneity

How companies can support Intrapreneurs • Formation of intrapreneurial teams and task forces; • Recruitment of new staff with new ideas; • Application of strategic plans that focus on achieving innovation; and • Establishment of internal research and development programs are likely to see tangible results

How companies can support Intrapreneurs • Support from top level management – – This support should not simply consist of passive approval of innovative ways of thinking. Ideally, it should also take the form of active support, such as can be seen in mentoring relationships. – Recognition that the style of intrapreneurialism that is encouraged needs to be compatible with business operations and the organization's overall culture. – Ensure that communication systems within the company are strong so that intrapreneurs who have new ideas for products or processes can be heard. – Intelligent allocation of resources to pursue intrapreneurial ideas

10 Commandments of Intrapreneurs Do any job to make your project work, regardless of your job description Share credit (for success) wisely (for success) It is easier to ask forgiveness than permission Come to work each day willing to be fired Ask for advice before asking for resources Follow your intuition about people, build a team of the best Build a quiet coalition for your idea; Never bet on a race unless your are running in it Be true to your goals, but realistic about ways to achieve them Honour your sponsors 18

• • Lecture Review Define Intrapreneurs Types of Corporate Entrepreneurship Compensation of Intrapreneurs Barriers to Intrapreneurship Freedom Factors attached to Intrapreneurship Advantages/ Disadvantages of Intrapreneurship How Companies can support Intrapreneurs Ten Commandments of Intrapreneurship Reference: Entrepreneurship, New Venture Creation by Holt Misc. Web Resources