Intrapreneurship sv
Les 1: The why en The what (corporate enterpreneurship
and innovation)
1. The why
2. 2. The what
3. Enterpreneurial orientation=way to measure how entrepreneurial an organization is
1. The why
Foto honden en olifant
- Je begint klein, dan extra departments, je wordt heel administratief en daarom te
traag, andere startups zijn betere en nieuwe producten aan het releasen
- Honden = startups, olifant = the corporates
Companies and industries have been disrupted by new entrants and startups faster than
ever
- Disruption theory (Christensen)
o certain markets can get disrupted when a new type of technology comes in
- Creative destruction (Schumpeter)
o proces van voortdurende innovatie, waarbij succesvolle toepassingen van
nieuwe technieken de oude vernietigen.
o Certain companies fall out of the industry and you have to make sure you are
on track with the existing trends in technology and innovation
dynamic that is driving the rise and fall of industries in the 21st century
entrepreneurship and innovation
- We have seen that companies have been disrupted in industries times and times
again but we also see that because of that, people realsie that entrepreneurship and
innovation is very important to focus on if we want to have a competitive advantage
still
The rise of “the entrepreneurial method”
- Business model canvas (Osterwalder)
- The Lean start-up (Ries)
- The startup owner’s manual (Blank)
- Before: you saw that innovation was driven by companies and r en d departments in
a very richid type of way
- Rise of the entrepreneurial method boosted the way , the speed in which new
innovations and markets started to arise
,Disruption theory
A disruptive technology
= a technology that changes the bases of competition by changing the performance metrics
along which firms compete. Customer needs drive customers to seek certain benefits in the
products they use and form the basis for customer choices between competing products.
Benefits sought by customers determine which product attributes they value, and different
customer groups (i.e., market segments) may value different attributes.
=process in which a smaller company, usually with fewer resources, is able to challenge an
established business (often called an “incumbent”) by entering at the bottom of the market
and continuing to move up-market.
Disruption is very often about a certain new technology, new business model or new way of
operating in a certain market enters into an industry, those enters from the low end of a
market. Disruption often changes the parameters of success of what customers are looking
for
Bv Netflix:
- this is a less qualitative way of looking at media content because it was on a small
laptop but we found it just very accessible
Bv uber:
- changed the way taxis became more accessible
Bv frigo:
- ervoor had je de ice cutting industry, It took a very long time before the fridge got
adopted in the market, This was an impactful disruption
Bv digitale camera
, - Kodak zei de digitale camera zijn kwaliteit is niet zo goed als de analoge camera dus
daarom geen schrik maar ze hadden niet door dat mensen gewoon eenvoudig fotos
wouden kunnen maken
Why today:
Nowadays:
- Many of the disruptors have become established incumbents – they know the disruption
game
- The incumbents are not sitting still… they join ‘the race for disruption’ by embracing
(reactively and proactively) environmental change
- The headrunners are constantly transforming their companies
o Dual transformation: changing what the company does, and how they do it
o How? Through Intrapreneurship
Dual Transformation
= changing what the company does and how they do it through intraprneurship
What we do = customer need
How we do it = the business structure
Possible strategic activities:
1. Core:
= A company continues doing what it was already doing in the same way, however they
focus on optimizing efficiency or improving the product or service without changing the
customer need/problem the product or service fulfils/solves.
2. Adjacent:
=The company changes what customer needs/problems they fulfil/solve.
However, the product, marketing and facilities are the same.
- What changes but the how stays the same
- Procter en gamble: gaan vaak naar nieuwe markets waar ze niet actief in waren maar
ze marketen hun product wel zoals ze altijd al deden
, - They stepped in to something new but did it in the same way
3. Transformation A:
=The company changes the way it does business, but does not
change what it sells. The customer need (that is being fulfilled) stays the same, but
the business structure or approach changes.
- Keeping what you do the same but do it in a different way
- Bv johson en joshen : focus from curing disease to focus on preventing disease
- bv Change from fb to meta : Still trying to digitaly connect people but very different
type of technology
4. Transition B:
=The company changes what customer needs/problems they fulfil/solve.
The company also changes the business structure.
- Change what en how
- Bv ford: van car manufactureren naar smart mobility service company
- This is the hardest and most risky
Intrapreneurship = a leadership resuired skill + a challenge
Corporate entrepreneurship = intrapreneurship
“{CE and innovation} has become a major strategic goal within organizations as they pursue
significant competitive advantages.”
“The new leadership challenge is about promoting a new vision, fostering new possibilities,
opening up new horizons, and inspiring others to unleash their entrepreneurial mindsets to
create new venture concepts.” - Kuratko & Morris (2011; 2013)
“Over a 10-year period we observed 16 leaders whose companies have innovated repeatedly
(Google, Pixar, Pfizer). We found that leading innovation is really about one thing: creating a
context in which others are both willing and able to do the hard work of innovation.” - Linda
Hill (2016)
2. The what
Corporate entrepreneurship: a definition
Corporate entrepreneurshp consists of “entrepreneurial behavior inside established mid-sized and
large organizations”
Corporate entrepreneurship are formal or informal activities aimed at creating new businesses in
established companies through product and process innovations and market developments. These
Les 1: The why en The what (corporate enterpreneurship
and innovation)
1. The why
2. 2. The what
3. Enterpreneurial orientation=way to measure how entrepreneurial an organization is
1. The why
Foto honden en olifant
- Je begint klein, dan extra departments, je wordt heel administratief en daarom te
traag, andere startups zijn betere en nieuwe producten aan het releasen
- Honden = startups, olifant = the corporates
Companies and industries have been disrupted by new entrants and startups faster than
ever
- Disruption theory (Christensen)
o certain markets can get disrupted when a new type of technology comes in
- Creative destruction (Schumpeter)
o proces van voortdurende innovatie, waarbij succesvolle toepassingen van
nieuwe technieken de oude vernietigen.
o Certain companies fall out of the industry and you have to make sure you are
on track with the existing trends in technology and innovation
dynamic that is driving the rise and fall of industries in the 21st century
entrepreneurship and innovation
- We have seen that companies have been disrupted in industries times and times
again but we also see that because of that, people realsie that entrepreneurship and
innovation is very important to focus on if we want to have a competitive advantage
still
The rise of “the entrepreneurial method”
- Business model canvas (Osterwalder)
- The Lean start-up (Ries)
- The startup owner’s manual (Blank)
- Before: you saw that innovation was driven by companies and r en d departments in
a very richid type of way
- Rise of the entrepreneurial method boosted the way , the speed in which new
innovations and markets started to arise
,Disruption theory
A disruptive technology
= a technology that changes the bases of competition by changing the performance metrics
along which firms compete. Customer needs drive customers to seek certain benefits in the
products they use and form the basis for customer choices between competing products.
Benefits sought by customers determine which product attributes they value, and different
customer groups (i.e., market segments) may value different attributes.
=process in which a smaller company, usually with fewer resources, is able to challenge an
established business (often called an “incumbent”) by entering at the bottom of the market
and continuing to move up-market.
Disruption is very often about a certain new technology, new business model or new way of
operating in a certain market enters into an industry, those enters from the low end of a
market. Disruption often changes the parameters of success of what customers are looking
for
Bv Netflix:
- this is a less qualitative way of looking at media content because it was on a small
laptop but we found it just very accessible
Bv uber:
- changed the way taxis became more accessible
Bv frigo:
- ervoor had je de ice cutting industry, It took a very long time before the fridge got
adopted in the market, This was an impactful disruption
Bv digitale camera
, - Kodak zei de digitale camera zijn kwaliteit is niet zo goed als de analoge camera dus
daarom geen schrik maar ze hadden niet door dat mensen gewoon eenvoudig fotos
wouden kunnen maken
Why today:
Nowadays:
- Many of the disruptors have become established incumbents – they know the disruption
game
- The incumbents are not sitting still… they join ‘the race for disruption’ by embracing
(reactively and proactively) environmental change
- The headrunners are constantly transforming their companies
o Dual transformation: changing what the company does, and how they do it
o How? Through Intrapreneurship
Dual Transformation
= changing what the company does and how they do it through intraprneurship
What we do = customer need
How we do it = the business structure
Possible strategic activities:
1. Core:
= A company continues doing what it was already doing in the same way, however they
focus on optimizing efficiency or improving the product or service without changing the
customer need/problem the product or service fulfils/solves.
2. Adjacent:
=The company changes what customer needs/problems they fulfil/solve.
However, the product, marketing and facilities are the same.
- What changes but the how stays the same
- Procter en gamble: gaan vaak naar nieuwe markets waar ze niet actief in waren maar
ze marketen hun product wel zoals ze altijd al deden
, - They stepped in to something new but did it in the same way
3. Transformation A:
=The company changes the way it does business, but does not
change what it sells. The customer need (that is being fulfilled) stays the same, but
the business structure or approach changes.
- Keeping what you do the same but do it in a different way
- Bv johson en joshen : focus from curing disease to focus on preventing disease
- bv Change from fb to meta : Still trying to digitaly connect people but very different
type of technology
4. Transition B:
=The company changes what customer needs/problems they fulfil/solve.
The company also changes the business structure.
- Change what en how
- Bv ford: van car manufactureren naar smart mobility service company
- This is the hardest and most risky
Intrapreneurship = a leadership resuired skill + a challenge
Corporate entrepreneurship = intrapreneurship
“{CE and innovation} has become a major strategic goal within organizations as they pursue
significant competitive advantages.”
“The new leadership challenge is about promoting a new vision, fostering new possibilities,
opening up new horizons, and inspiring others to unleash their entrepreneurial mindsets to
create new venture concepts.” - Kuratko & Morris (2011; 2013)
“Over a 10-year period we observed 16 leaders whose companies have innovated repeatedly
(Google, Pixar, Pfizer). We found that leading innovation is really about one thing: creating a
context in which others are both willing and able to do the hard work of innovation.” - Linda
Hill (2016)
2. The what
Corporate entrepreneurship: a definition
Corporate entrepreneurshp consists of “entrepreneurial behavior inside established mid-sized and
large organizations”
Corporate entrepreneurship are formal or informal activities aimed at creating new businesses in
established companies through product and process innovations and market developments. These
