INTRAPRENEURING Why you dont have to leave the corporation to become an entrepreneur
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Seller Inventory M Publisher: HarperCollins , This specific ISBN edition is currently not available. View all copies of this ISBN edition:. Synopsis About this title Explains how innovative employees can obtain the resources--within the framework of their corporate jobs--to develop promising ideas to benefit both the company and the employee and details how to make the concept work, with examples of the experiences of major corporations "synopsis" may belong to another edition of this title.
Discovering Innovation and Intrapreneurship — Vitae Website
From the Publisher : Describing one of the most liberating concepts to emerge in business, Gifford Pinchot tells the budding entrepreneur exactly how to choose an idea, how to get it approved, where to find the necessary funds, and how to make the project succeed. From the Inside Flap : Gifford Pinchot introduced one of the most liberating concepts ever to emerge in business: Intrapreneuring, or how an employee within a large corporation, using courage, foresight and tools for managing the corporate immune system, can succeed in taking direct, entrepreneur-like responsibility for turning an idea into a profitable product or service.
Buy New Learn more about this copy. Other Popular Editions of the Same Title. Search for all books with this author and title. Customers who bought this item also bought. Stock Image. A joint program for mid-career professionals that integrates engineering and systems thinking.
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Intrapreneurship is acting like an entrepreneur within an established company. Sometimes that business becomes a new section, or department, or even a subsidiary spinoff.
Entrepreneur vs Intrapreneur: Understanding the Difference
So entrepreneurs can exist in corporations, and corporations need them more and more. Many of the same criteria that we would use to evaluate a new venture by an entrepreneur is really the same. But leadership might also see disaster coming, so the firm stands up a small internal venture to start making electronic watches. If things start to get desperate for the company as a whole, that little hive of workers manufacturing electrical watches can be scaled up.
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The same goes for a power company, Aulet said, because of the price of power, and having to work with an existing grid rather than creating a new one. Even if corporate entrepreneurship is the right choice to invest in at your business, remember that it is different from a traditional startup because the latter is based on a blank canvas.
There might even be a rip on the campus — somebody else might claim to own this canvas. Additionally, the need for appropriate incentives, since few intrapreneurs are driven by a desire to accumulate massive wealth, is discussed. The author proposes a system of "intracapital," a commitment to provide a certain amount of discretionary funds without an expiration date as a reward to in-house innovators.
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Keywords: Business plans, Champions, Access to capital, Entrepreneurial environment, Intrapreneurs, Incentives, Corporate entrepreneurship, Internal ventures, Demographics, Risk orientation, Management techniques, Organizational cultures, Innovation process. Suggested Citation: Suggested Citation. Subscribe to this fee journal for more curated articles on this topic.
Deconstructing CSR: The intrapreneur