2. The Creative Individual in a Company
The Arenas in Which People Are Creative at Work
Idea Creativity
Material Creativity
Organization Creativity
Relationship Creativity
Event Creativity
Inner Creativity
Spontaneous Creativity

3. The Creative Individual in a Company
Three components of successful creativity in organizations:
Expertise
Motivation
Creative thinking skills

4. (Strickland & Carlson)
The Creative Process
Different Views of the Creative Process
(Van Oech)
preparation
frustration
incubation
illumination
elaboration
(Strickland & Carlson)
exploring what
you have and
what you need
inventing ideas while roaming beyond the obvious
choosing the idea or combination that holds the most promise in terms of strengths and weaknesses
implementing,
trying, evaluating
(Ray &
Myers)
information
gathering
digestion
of material
incubation
or forgetting
the problem
inspiration
implementation
(Kuhn)
problem
recognition
“naive” incubation/
gestation
information search
and preparation
“knowledgeable””
incubation/gestation
alternative solution
formation
evaluation
chosen solution implementation
feedback and evaluation
(Rickards)
preparation
incubation
insight/
inspiration
validation
(Kao)
interest
preparation
incubation
illumination
verification
exploitation
(Miller)
be aware
of your complete current situation
be persistent
In your vision
perceive all your alternatives
entertain
your intuitive
guidance
assess and select among your alternatives
be realistic in
your actions
evaluate your results

5. The Creative Process
A five-stage approach encompasses the similarities across the seven previously listed views
Preparation stage
Frustration stage
Incubation stage
Illumination stage
Elaboration stage

6. The Creative Blocks “The right answer” “That’s not logical”
“Be practical”
“Follow the rules”
“Avoid ambiguity”
“To err is wrong”
“Play is frivolous”
“That’s not my area”
“Don’t be foolish”
“I’m not creative”

7. The Creative Blocks
These creative blocks originate from three sources in the realm of corporate entrepreneurship
Employees impose the blocks on themselves based on their own perceptions
Fellow employees impose them on their co-workers
The workplace itself is a source of blocks

8. Creativity Techniques and Creative Quality
CREATIVITY STAGE
ACTIVITY
COGNITIVE
PROCESSES
Interest
Environmental scanning
Intuition/emotion
Preparation
Preparing the expedition
Details/planning
Incubation
“Mulling things over”
Intuition
Illumination
The “eureka” experience
Elaboration/Verification
Market research
Details/rationality
Exploitation
Implement and compete

9. Creativity Techniques and Creative Quality
Three standards to consider when judging one’s creativity
Overt benefit
Reason to believe
Dramatic difference

10. The Entrepreneurial Personality
Common Traits and Characteristics Associated with the Entrepreneurial Individual
Drive to Achieve
Internal Locus of Control
Calculated Risk-taking
Tolerance of Ambiguity
Commitment/Perseverance/Determination
Independence
Self-confidence & Optimism
Tolerance for Failure
Persistent Problem Solving
Opportunity Orientation
Integrity & Reliability
High Energy Level
Resourcefulness
Creativity & Innovativeness
Vision
Team Building

11. Motivating Entrepreneurial Behavior
KEY;
PC: Personal Characteristics of the Entrepreneur
PG: Personal Goals of the Entrepreneur
BE: Business Environment for the Entrepreneurial Idea
IDEA: The Entrepreneurial Idea

12. Are Corporate Entrepreneurs Different?
Not necessarily the inventors of new products, services, or processes
Turn ideas or prototypes into profitable realities
Drivers behind the implementation of innovative concepts
Team builders
Ordinary people who do extraordinary things

13. Are Corporate Entrepreneurs Different?
Entrepreneurial action can be described best in terms of conceptualization and then implementation
Conceptualization  “dreaming”
Implementation  “doing”
Corporate entrepreneurs must be well skilled in both of these dimensions

14. Are Corporate Entrepreneurs Different?
The Corporate Entrepreneurial Framework

15. Categories of Entrepreneurs
Characteristic
Traditional Manager
Entrepreneur
Corporate Entrepreneur
Primary motives
Promotion, power
Freedom, self-motivated
Freedom, corporate resources
Time orientation
Weekly – annual planning
5- to 10-year growth guides
End goal of 3-15 years
Tendency to action
Delegates action, supervise/reporting
Self-involved in all facets
Self-involved but tends to delegate
Skills
Professional management
Intimate knowledge of business
Very much like the entrepreneur
Focus of attention
Events inside corporation
Technology and marketplace
Insiders and customers
Attitude towards risk
Cautious
Likes moderate risk, expects to succeed
Sees little personal risk, not afraid of being fired

16. Categories of Entrepreneurs
Kao (1991) defines entrepreneurs in two categories:
Creative or charismatic
Conventional
Miner (1996) concludes that four different types of entrepreneurs exist
The Personal Achiever
The Super-Salesperson
The Real Manager
The Expert Idea Generator

17. Critical Roles in Corporate Entrepreneurship
Individuals within a corporate entrepreneurship environment must take on one or more of these roles on a regular basis:
Initiator
*Sponsor/Facilitator
*Champion
Innovation Midwife
Supporter
Reactor

18. Critical Roles in Corporate Entrepreneurship
Fifteen key roles that must be filled by the champion
Researcher/analyzer
Interpreter/strategist
Visionary/inventory
Catalyst or leader
Endorser
Team player
Resource provider
Problem solver
Coordinator
Negotiator
Politician
Change manager
Missionary
Opportunist
Critic/judge

19. Are You a Corporate Entrepreneur?
1.) Does your desire to make things work better occupy as much of your time as fulfilling your duty to maintain them the way they are?
2.) Do you get excited about what you are doing at work?
3.) Do you think about new business ideas while driving to work or taking a shower?
4.) Can you visualize concrete steps for action when you consider ways to make a new idea happen?
5.) Do you get in trouble from time to time for doing things that exceed your authority?
6.) Are you able to keep your ideas under cover, suppressing your urge to tell everyone about them until you have tested them and developed a plan for implementation?

20. Are You a Corporate Entrepreneur?
7.) Have you successfully pushed through bleak times when something you were working on looked as if it might fail?
8.) Do you have a network of friends at work that you can count on for help?
9.) Do you get easily annoyed by other’s incompetent attempts to execute parts of your ideas?
10.) Can you consider trying to overcome a natural perfectionist tendency to do all the work yourself and share the responsibility for your ideas with a team?
11.) Would you be willing to give up some salary in exchange for the chance to try out your business idea if the rewards for success were adequate?