Intrapreneurship and innovation are intrinsically linked ideas when you’re talking about corporate innovation programs. Whether you’re calling it a corporate accelerator, an organizational incubator, an innovation management program, you’re relying on the thinkers, creators and mobilizers to share their inspiration and find ways to integrate that value into your organization.
‘No man is an island, entire of itself’ runs the saying and it should probably go on to say that no concept should be introduced in isolation either. In the VUCA world, we’re all challenged with constantly trying to do something new, to create lasting change, transformation and disruption. That challenge means it helps to have others on your side, adding their enthusiasm, energy, perspective and creativity to the mix. Why… because if there’s one truth about innovation, it’s that it’s definitely not a solo sport!
Fueling Your Employees’ Entrepreneurial Spirit: A New Approach to Intrapreneurs and the Value They Create
Cast your mind back, to pre-2008 times, when bright and bushy tailed graduates would come out of business school looking for roles in the relevant employers of choice. Generally those organizations were large businesses, providing incentives such as expensive dinners, a career advancement path and generous financial packages.
Intrapreneurship: From Playing Hide and Seek to The Dismantling of Classic Hierarchy. Where are You At?
We bet you hear the word innovation at least a dozen times a day, if not more. Every single company seems to be thinking of, planning for, and somehow doing innovation in some way. With so many ideas, frameworks and success stories, how can you cut through the noise and capture what’s most relevant for your company?
Innovation sounds easy, but it is not. The majority of enterprises report dissatisfaction with innovation performance. Three quarters of the CEOs of multinationals view external collaborative innovation as vitally important, but only half do it, and those only rate themselves as doing it ‘moderately well’. And remember - two thirds of organizational ‘change’ efforts fail. In case you are now asking yourself, why are these odds that low – we have a straightforward answer. It’s just one word.