3 tutorials
In groups of 4 students – self chose – in lecture 4 you can choose
1st tutorial : make presentations and discussions about case studies (10%)
2nd & 3rd tutorial : develop and present group project on corporate entrepreneurship (more details in
tutorial 6) analyse corporate entrepreneurship activities in a company of your own choice (40%)
,Introduction to Corporate Entrepreneurship
Lecture 1: The new age of change and uncertainty, and the implications for big companies.
Entrepreneurship: thriving in chaos
Large, established and so far successful companies are currently missing the boat.
Why? Will be discussed in L1-3
Lecture 2: Corporate Entrepreneurship: Imperative and yet a challenge for established companies.
What are the critical factors?
First key question
Coporate entrepreneurship: an imperative and yet a challenge for established companies
Recap form lecture 1:
• Many established leading companies find it challenging to keep up with the rapid innovation
and hyper competition in the current global environment
• How can established companies become more entrepreneurial
What do we see in practice?
• All established companies focus on innovation & entrepreneurship
• Companies in ALL sectors, not only high-tech but also medium and even low-tech, put special
emphasis on innovation
• YET, very few established companies manage to be highly innovative and entrepreneurial
First question: WHY?
, entrepreneurial intensity as an imperative
What is important about corporate entrepreneurship?
author of the textbook: it is an imperative if the leading established companies would like to enhance
their corporate entrepreneurial activities, it its imperative for the leading established companies to
increase their entrepreneurial intensity
What is entrepreneurial intensity?
Entrepreneurial intensity refers to the level entrepreneurial activities on one hand, which is the
degree of the scale of entrepreneurial activities which an established company in undertaking. And
on the other hand entrepreneurial intensity also look at the frequency of entrepreneurship and
entrepreneurial events.
Main message: it is an imperative for established leading companys to increase the entrepreneurial
intensity.
What does it mean in simple words?
It is an imperative for leading companies companys to constantly push the frontiers of
entrepreneurial activities/innovation activities which they undertake
How can companies do that/what do they need to consider/what kind of steps do they need to
take/what kind of initiatives do they need to take? We will discuss during the course
It is an imperative for leading companies to enhance entrepreneurial intensity.
What are the reasons for which established companies find it difficult to become truly innovative?
, The success syndrome:
The companies we are talking about are already successful in the market, therefore they are already
operating in a good fit with the market. The range of products and services which the companies are
offering and serving matches very well what the customer preferences and expectations. The fit is
already good, they are already successful. Therefore they grow in size and mature as a company. This
leads to the fact the organizational culture in the company is already well established and also all the
activities are well established. Based on that, the company continues to be successful in stable
markets, because they already found its recipe for success. Based on that, the company will be
successful in stable markets. However, the current business landscape is everything but stable.
When we look at the success syndrome, what we see is that established companies which have
already well established organizational culture organizational structures and managerial procedures
and processes they find it difficult to keep up with the market shifts and therefor they are failing
when there are rapid market shifts, because their success formula is tuned to stable markets.
However when there is a market shift, an established company may find it difficult to adjust. This is
the success syndrome.
The main challenge they are facing is:
• How to protect the traditional successful business
• And simultaneously:
• To engage in radical innovation
Why is it difficult?
protecting the traditional successful business is based on their past formula, based on their success
syndrome. Therefore they are building this on their past experience and success. But engaging in
radical innovation is about the future, and that future might be very different from the past and the
way the company has been organizing its activities in the past.
It is difficult, since:
• Companies tend to focus on what they are good at
• And more importantly,
• Innovation and doing something new requires different management and organizational
approach
It requires something new but they are following all the practices they have established throughout
the years
In groups of 4 students – self chose – in lecture 4 you can choose
1st tutorial : make presentations and discussions about case studies (10%)
2nd & 3rd tutorial : develop and present group project on corporate entrepreneurship (more details in
tutorial 6) analyse corporate entrepreneurship activities in a company of your own choice (40%)
,Introduction to Corporate Entrepreneurship
Lecture 1: The new age of change and uncertainty, and the implications for big companies.
Entrepreneurship: thriving in chaos
Large, established and so far successful companies are currently missing the boat.
Why? Will be discussed in L1-3
Lecture 2: Corporate Entrepreneurship: Imperative and yet a challenge for established companies.
What are the critical factors?
First key question
Coporate entrepreneurship: an imperative and yet a challenge for established companies
Recap form lecture 1:
• Many established leading companies find it challenging to keep up with the rapid innovation
and hyper competition in the current global environment
• How can established companies become more entrepreneurial
What do we see in practice?
• All established companies focus on innovation & entrepreneurship
• Companies in ALL sectors, not only high-tech but also medium and even low-tech, put special
emphasis on innovation
• YET, very few established companies manage to be highly innovative and entrepreneurial
First question: WHY?
, entrepreneurial intensity as an imperative
What is important about corporate entrepreneurship?
author of the textbook: it is an imperative if the leading established companies would like to enhance
their corporate entrepreneurial activities, it its imperative for the leading established companies to
increase their entrepreneurial intensity
What is entrepreneurial intensity?
Entrepreneurial intensity refers to the level entrepreneurial activities on one hand, which is the
degree of the scale of entrepreneurial activities which an established company in undertaking. And
on the other hand entrepreneurial intensity also look at the frequency of entrepreneurship and
entrepreneurial events.
Main message: it is an imperative for established leading companys to increase the entrepreneurial
intensity.
What does it mean in simple words?
It is an imperative for leading companies companys to constantly push the frontiers of
entrepreneurial activities/innovation activities which they undertake
How can companies do that/what do they need to consider/what kind of steps do they need to
take/what kind of initiatives do they need to take? We will discuss during the course
It is an imperative for leading companies to enhance entrepreneurial intensity.
What are the reasons for which established companies find it difficult to become truly innovative?
, The success syndrome:
The companies we are talking about are already successful in the market, therefore they are already
operating in a good fit with the market. The range of products and services which the companies are
offering and serving matches very well what the customer preferences and expectations. The fit is
already good, they are already successful. Therefore they grow in size and mature as a company. This
leads to the fact the organizational culture in the company is already well established and also all the
activities are well established. Based on that, the company continues to be successful in stable
markets, because they already found its recipe for success. Based on that, the company will be
successful in stable markets. However, the current business landscape is everything but stable.
When we look at the success syndrome, what we see is that established companies which have
already well established organizational culture organizational structures and managerial procedures
and processes they find it difficult to keep up with the market shifts and therefor they are failing
when there are rapid market shifts, because their success formula is tuned to stable markets.
However when there is a market shift, an established company may find it difficult to adjust. This is
the success syndrome.
The main challenge they are facing is:
• How to protect the traditional successful business
• And simultaneously:
• To engage in radical innovation
Why is it difficult?
protecting the traditional successful business is based on their past formula, based on their success
syndrome. Therefore they are building this on their past experience and success. But engaging in
radical innovation is about the future, and that future might be very different from the past and the
way the company has been organizing its activities in the past.
It is difficult, since:
• Companies tend to focus on what they are good at
• And more importantly,
• Innovation and doing something new requires different management and organizational
approach
It requires something new but they are following all the practices they have established throughout
the years
