By Gifford Pinchot, Ron Pellman
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Extra resources for Intrapreneuring in action: a handbook for business innovation
Strategic misalignment 4. Slow execution Page xiii Chapter 8 Intrapreneuring within a Structured Development Process In all probability, your company has adopted a structured innovation development process that does as much to get in the way of innovation as it does to encourage it. Don't worry. Your competitors face this sort of thing, too. This chapter has numerous hints on how to fine-tune a structured process and how to add the flexibility that makes it effective. Part Three The Tricks of the Trade Part Three contains the distilled lessons of our fifteen years of coaching intrapreneurs and their managers.
Help projects that interest them. Join one of the intrapreneurial teams. Page 29 The one day includes not only the fair but also preparation by the intrapreneurs of their "poster show" booths. The subsequent nomination of selected teams of intrapreneurs to an intraprise start-up workshop sends a signal that something has happened as a result of the fair and gives strong support to the nominees. Among the criteria for proceeding on to the workshop, we generally include at least the following: 1.
Growth and profitability, which were beginning to stall, took off again. In the complex world of today's multinationals, it takes more than one or two climate makers to create an environment that brings forth sponsors and intrapreneurs. It takes a widely shared belief in innovation and a sincere determination to keep it alive. See Chapter 12 to find out what kind of climate-making your organization needs most. Page 21 Chapter 3 How to Succeed as an Intrapreneur Over the years we have asked successful intrapreneurs for the secret of their success.
Intrapreneuring in action: a handbook for business innovation by Gifford Pinchot, Ron Pellman