1. CHAPTER 19 Intrapreneurship Van Schaik Publishers F.W. Struwig

2. DEFINITION OF INTRAPRENEURSHIP “...Any of the dreamers who do. Those who take hands-on responsibility for creating innovation of any kind, within a business. The intrapreneur may be the creator or inventor but is always the dreamer who figures out how to turn an idea into a profitable reality.” Intrapreneurs are therefore people who put new ideas into action within established businesses. Although employed in a corporate position intrapreneurs are nevertheless given freedom and incentives to create and market their own ideas. Van Schaik Publishers

3. Chapter 193 THE DIFFERENCES BETWEEN ENTREPRENEURS AND INTRAPRENEURS Forms taken by intrapreneurship:  Traditional research and development  The ad hoc venture team  New venture divisions  Champions and sponsors  Acquisitions  Outsourcing  Hybrid forms Van Schaik Publishers

4. Chapter 194 ROLES IN INTRAPRENEURSHIP Initiator Sponsor/facilitator Champion/manager Team supporter Reactor Van Schaik Publishers

5. Chapter 195 FIFTEEN MORE SPECIFIC JOBS Researcher/analyser Interpreter/strategist Visionary/inventory Catalyst or leader Endorser Team player Resource provider Problem solver Co-ordinator Negotiator Politician Change manager Missionary Opportunist Critic/judge Van Schaik Publishers

6. Chapter 196 CREATIVITY AND INNOVATION Van Schaik Publishers

7. Chapter 197 THE CHARACTERISTICS OF CREATIVE PEOPLE Bright Good at generating many ideas quickly Positive self-image Sensitive to the world and others Motivated by challenges Can withhold a decision until facts have been collected Value independence Rich fantasy life Flexible Concerned with meanings and implications of a problem not small details Van Schaik Publishers

8. Chapter 198 THE CREATIVE CLIMATE Trusting management Open channels of communication Contact and communication with outsiders Large variety of personality types among employees Willingness to accept change Experimentation with new ideas No fear of negative consequences of making a mistake Merit-based selection/promotion of employees Techniques that encourage ideas Financial, managerial, human and time resources to accomplish goals Van Schaik Publishers

9. Chapter 199 Van Schaik Publishers

10. Chapter 1910 STIMULATING INNOVATION IN THE BUSINESS Focus employee intelligence on the product and customer Enhance subject matter expertise Encourage unconventional ideas Encourage employees not to fear ambiguity or uncertainty Avoid forcing employees to explain or justify themselves Motivate employees in a suitable manner Van Schaik Publishers

11. Chapter 1911 Van Schaik Publishers

12. Chapter 1912 THE INTRAPRENEURIAL PROCESS Stage 1: Choosing an idea Stage 2: Planning the business Stage 3: Identifying sponsors - the protectors of new ideas Van Schaik Publishers

13. Chapter 1913 FACTORS HAMPERING INTRAPRENEURSHIP Costs and rewards Inertia Hierarchy Van Schaik Publishers

14. Chapter 1914 Van Schaik Publishers

15. Chapter 1915 THE INTRAPRENEURIAL WAY OF LEADERSHIP Important components: Freedom, democracy and trade-offs Making others feel good No need for power Avoiding conflict Sharing the visionary task Van Schaik Publishers