1. WHO IS AN INTRAPRENEUR ?
The person who does entrepreneurial work
within an organization is an intrapreneur, and
the process by which he/she affects change,
intrapreneurship.
Thus, intrapreneurs are called as employed
entrepreneurs who work within the constraints
and support of complex organizations. Their
work takes place within the context of
organizational responsibilities and relationship.
They exist at all levels in organizations.
EDI(SS)

2. PARADIGM SHIFT IN MANAGERIAL
CHARACTERISTICS
Traditional Manager Intrapreneurial Manager
• Considers him/herself as • Considers him/herself as
the manger or boss. a team leader, mentor,
Primary motive is power. and Role Model. Primary
motive is autonomy.
• Follows a defined chain • Deals with anyone
of command. necessary to make a
decision or do the job.
• Manages information. • Shares information.
• Has the confidence to • Accepts responsibility
make decisions alone. but involves others in the
decision.
EDI(SS)

3. Traditional Manager Intrapreneurial Manager
• Concentrates on what he • Tries to master a number
or she is best at, such as of management disciplines,
finance or marketing. forever learning.
• Demands hard work; • Demands result.
expects long hours as
evidence of commitment.
• Imposes decisions.
• Creates options.
• Is rigid.
• Is flexible. Understands
situations.
• Usually delegates & • No hesitation in doing any
supervises. work, may delegate also.
• Keeps attention on • Keeps attention on events
eventsEDI(SS)
inside the both inside and outside.

4. Traditional Manager Intrapreneurial Manager
• Is very careful in taking • Is moderate risk taker, may
risk. take little personal risk.
• Status symbol more • Freedom symbols more
important. important.
• Tendency to agree with • Capable at getting others
boss. to agree, has more
patience.
EDI(SS)

5. INTRAPRENEURIAL GRID
Artist * Inventor * Intrapreneur *
Dreamer *
Planner *
Line Manager *
Vision
Worker *
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Action

6. Action
Vision Skills Incentives Resources Plan Action Change
Action
Skills Incentives Resources Plan Action Confusion
Vision Incentives Resources Action Action Anxiety
Plan
Action Gradual
Vision Skills Resources Plan Action Change
Action
Vision Skills Incentives Plan Action Frustration
False
Vision Skills Incentives Resources Action starts
Action Day-
Vision Skills
EDI(SS) Incentives Resources Plan dreaming

7. INTRAPRENEUR’S TEN COMMANDMENTS
Come to work each day willing to be fired.
Avoid any orders aimed at stopping your dream.
Do what you feel necessary, regardless of job description.
Find people to help you.
Follow your intuition about people, work only with the best.
Work calmly as long as you can. Publicity often hampers.
Never bet on a race unless you are running in it.
Remember it is easier to ask for forgiveness than for
permission.
Be true to your goals, but realistic about the ways.
Honor your sponsors.
EDI(SS)

8. THE STAGES OF
INTRAPRENEURSHIP
1. PROBLEM DEFINITION
2. COALITION BUILDING
3. RESOURCE MOBILIZATION
4. PROJECT EXECUTION
5. VENTURE COMPLETION
EDI(SS)

9. INTRAPRENEURIAL
OPPORTUNITIES
• COMPLEMENTARY PRODUCTS
• DEFEATURING PRODUCT/ SERVICE
• UNRECOGNISED OPPORTUNITIES
AND IMPROVEMENTS
• MARKETING PRODUCTS USED
INSIDE
• NEW TECHNOLOGY VENTURES
• PRODUCTION INTRAPRENEURING
• CUSTOMER SERVICE
EDI(SS)
• TRAINING

10. CRITERIA FOR THE
INTRAPRENEURIAL IDEA
* CUSTOMER’S NEEDS
* CORPORATION’S NEEDS
• Projected Margins
• Proprietary Advantages
• Fitness With Vision
• Sponsor Support
* INTRAPRENEUR’S NEEDS
• Skills, Experience & Interest
• Accurate Self-assessment
• Positive Regard For Customers
EDI(SS)

11. PROMOTING INTRAPRENEURSHIP
• Encourage self-appointed intrapreneurs
• Provide them ways to stay with their plans.
• Permit people to do the job in their own way.
• Have quick & informal ways to access resources.
• Develop ways to manage small innovation.
• Encourage risk taking and tolerate mistakes
• Learn to wait for results.
• Never allow jealous tendencies to happen.
• Encourage cross-functional team-building.
• Allow frequent use of inter-divisional resources.
EDI(SS)