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Intrapreneuriat, une autre façon d'entreprendre

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Information about Intrapreneuriat, une autre façon d'entreprendre
Business & Mgmt

Published on February 15, 2011

Author: olivierwitmeur

Source: slideshare.net

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Exposé au Cercle du Lac, Louvain-la-Neuve (Belgique), le 15 février 2011
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  Une nouvelle façon d'entreprendre : l'intrapreneuriat ! Olivier Witmeur 15 février 2011 Cercle du Lac

AGENDA What are we talking about? Entrepreneurs vs Managers? Individual challenges : Entrepreneurs vs Intrapreneurs. Building the Entrepreneurial Organization.

AGENDA

What are we talking about? Entrepreneurs vs Managers?

Individual challenges : Entrepreneurs vs Intrapreneurs.

Building the Entrepreneurial Organization.

Peter Drucker (USA), 1985 “ Today’s businesses, especially the large ones, simply will not survive in this period of rapid change and innovation unless they acquire entrepreneurial competences” Did you know? Http://www.youtube.com/watch?v=lUMf7FWGdCw 15/02/2011 Cercle du Lac - Intrapreneuriat

Peter Drucker (USA), 1985 “ Today’s businesses, especially the large ones, simply will not survive in this period of rapid change and innovation unless they acquire entrepreneurial competences”

Did you know? Http://www.youtube.com/watch?v=lUMf7FWGdCw

Entrepreneurs vs Managers ?

Howard Stevenson (USA, 1983): A Perspective on Entrepreneurship.

Howard Stevenson (USA, 1983): A Perspective on Entrepreneurship.

Traditional vs Entrepreneurial Management (Adapted from H. Stevenson) 15/02/2011 Cercle du Lac - Intrapreneuriat ENTREPRENEURIAL TRADITIONAL Strategic Orientation Driven by perception of opportunity Driven by resources currently controlled Commitment to opportunity Revolutionary with short duration Evolutionary of long duration Commitment of resources Multistaged with minimal exposure at each stage Single-staged with complete commitment upon decision Control of resources Episodic use of rent of required resources Ownership or employment of required resources Management structure Flat with multiple informal networks Formalized hierarchy Reward philosophy Value-driven Performance-based Team-oriented Security-driven Resource-based Promotion-oriented

Saras Sarasvathy (India, 2008): What Makes Entrepreneur Entrepreneurial. 15/02/2011 Cercle du Lac - Intrapreneuriat

Saras Sarasvathy (India, 2008): What Makes Entrepreneur Entrepreneurial.

Managerial Thinking  Causal Reasonning Selecting between given means to achieve a predefined goal 15/02/2011 Cercle du Lac - Intrapreneuriat

Strategic Thinking  Creative Causal Reasoning Generating new means to achieve pre-determined goals 15/02/2011 Cercle du Lac - Intrapreneuriat

Entrepreneurial Thinking  Effectual Reasoning Imagining possible new ends using a given set of means 15/02/2011 Cercle du Lac - Intrapreneuriat

Causation vs Effectuation Causal Logic: To the extent we can predict the future, we can control it. Useful when: The future is uncertain, but knowable Goals are clear, but ways to achieve them are not so The environment is reasonably well-structured, but largely outside our control Effectual Logic: To the extent we can work with things within our control, we don’t need to predict the future. Useful when: The future is not only uncertain, but also unknowable (Knightian Uncertainty) Goals are ambiguous, but means are clear and limited The environment is unstructured, but subject to shaping by human action 15/02/2011 Cercle du Lac - Intrapreneuriat

Causal Logic:

To the extent we can predict the future, we can control it.

Useful when:

The future is uncertain, but knowable

Goals are clear, but ways to achieve them are not so

The environment is reasonably well-structured, but largely outside our control

Effectual Logic:

To the extent we can work with things within our control, we don’t need to predict the future.

Useful when:

The future is not only uncertain, but also unknowable

(Knightian Uncertainty)

Goals are ambiguous, but means are clear and limited

The environment is unstructured, but subject to shaping by human action

From Causation to Effectuation … …and Vice-Versa TIME AND EXPERIENCE LOGIC Causal Effectual Novice entrepreneur Expert entrepreneur Start-up firm Large firm Shift in logic necessitated by firm growth Entrepreneurs do not always manage to bridge this gap Moderating effect of resources 15/02/2011 Cercle du Lac - Intrapreneuriat

Cognitive Distribution of Managerial and Entrepreneurial Thinking Effectual Causal Low Low High High Expert Entrepreneurs Experienced VCs Angels Organic Growth Leaders Corporate Managers Novice VCs Novice Entrepreneurs Entrepreneurial Large Firms 15/02/2011 Cercle du Lac - Intrapreneuriat

Entrepreneur vs Intrapreneur.

Entrepreneurs and Intrapreneurs Lifestyle Entrepreneurs Intrapreneurs 15/02/2011 Cercle du Lac - Intrapreneuriat Owner-Manager in Small Firms Managers in Large Firms Entrepreneurs

Entrepreneurs vs Intrapreneurs Adapted from Basso, 2004 15/02/2011 Cercle du Lac - Intrapreneuriat ENTREPRENEUR INTRAPRENEUR Ownership Yes No (employee) Decision power Unlimited as long as shareholders agree Hierarchy Incentive Overall Limited: Bonus, SOP… Risk Large, i.e. may include personal assets Job reputation Strategic Freedom Full To be aligned with the corporate agenda Type of activity Ex-nihilo creation Strat with existing organizational support Sponsors Stakeholders Corporate Management

Adapted from Basso, 2004

It is not only about ‘pure’ Entrepreneurship. Entrepreneurship Innovation Creativity Strategy Culture Marketing Leadership Knowledge Management 15/02/2011 Cercle du Lac - Intrapreneuriat Entrepreneurial Management

Building the Entrepreneurial Organization

Corporate Entrepreneurship Challenges Entrepreneurial culture / values Recruit, Develop & Retain entrepreneurial people Leadership skills Pace of change is accelerating  Need to renew Core vs non-core activities Breakthrough innovation Develop an organization that is entrepreneurship friendly CULTURE STRATEGY (Vision) ORGANIZATION (Tactics) 15/02/2011 Cercle du Lac - Intrapreneuriat

Entrepreneurial culture / values

Recruit, Develop & Retain entrepreneurial people

Leadership skills

Pace of change is accelerating  Need to renew

Core vs non-core activities

Breakthrough innovation

Develop an organization that is entrepreneurship friendly

Entrepreneurial Values and Behaviours Adapted from Burns, 2008 Change is normal ‘ Can do’ Trials & Errors Opportunistic ‘ Work is Fun’ Celebrate Success Creatity Innovation Self confidence Network and Sharing Learn from mistakes Optimism Long term impacts Achievement Multi-disciplinarity Team 15/02/2011 Cercle du Lac - Intrapreneuriat

Adapted from Burns, 2008

Entrepreneurial Orientation Danny MILLER (Canada) Entrepreneurial Orientation (EO) as one dimension of strategy definition Risk Taking Proactiveness Innovativeness EO  Performance (even more true in turbulent environment) 15/02/2011 Cercle du Lac - Intrapreneuriat

Danny MILLER (Canada)

Entrepreneurial Orientation (EO) as one dimension of strategy definition

Risk Taking

Proactiveness

Innovativeness

EO  Performance

(even more true in turbulent environment)

Organizational framework for Internal Venturing Adapted from Burns, 2008 15/02/2011 Cercle du Lac - Intrapreneuriat Strategic Importance Very important Uncertain Not important Operational relatedness Unrelated Special BU Special BU Spin-off Partly related New department New department Contracting Strongly related Direct Integration New department Contracting

Typical Support Initiatives Internal incubators  Validation and seed financing = isolated structure inside the firm Spin-off creation Internal Evangelists  Promote entrepreneurship inside the firm without any specific supporting structure Corporate Initiatives  Integrated inside the core value of the company = Free time for innovation, project-based organization… Corporate Venture Capital (CVC) = A way to learn from the outside 15/02/2011 Cercle du Lac - Intrapreneuriat

Internal incubators  Validation and seed financing

= isolated structure inside the firm

Spin-off creation

Internal Evangelists  Promote entrepreneurship inside the firm without any specific supporting structure

Corporate Initiatives  Integrated inside the core value of the company

= Free time for innovation, project-based organization…

Corporate Venture Capital (CVC)

= A way to learn from the outside

Olivier Witmeur [email_address] T. +32.2.650.65.65 - M. +32.475.68.62.50 42 av. F. Roosevelt - CP 114/1, 1050 Brussels, Belgium www.olivier-witmeur.net 15/02/2011 Cercle du Lac - Intrapreneuriat

Olivier Witmeur

[email_address]

T. +32.2.650.65.65 - M. +32.475.68.62.50

42 av. F. Roosevelt - CP 114/1, 1050 Brussels, Belgium

www.olivier-witmeur.net

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