I just finished reading two great books from Gifford Pinchot III, Intrepreneuring and Intrepeneuring in Action. These books discuss the need for entrepreneurship within large organizations, and why intrapreneurs are critical for an organization’s success. Pinochet coined the term “intrepreneur” to describe an “intracorporate entrepreneur”. What this role is, is an individual whom acts like an entrepreneur but within an organization.
The need for more intrepreneurs is that most good ideas are blocked or sanitized before they reach management. And there is a relative stagnation of innovation within large organizations. But the only true, long-term way for firms to survive is continuous innovation. The problem within large organizations is that independent thinkers are a threat to the status quo or to someone’s “turf”. People do not like change and the status quo is safer (at least in the short-term) than trying something new and taking a risk, even a moderate risk. Intrapreneurs are critical for organizations in both good and bad times. But especially now with the effects on the economy from COVID-19, leaders must encourage everyone to become an intrapreneur.
Most intrapreneurs are typically independent thinkers, who have a deference to authority, and want to make a difference. They are not out-of-control risk takers, though many perceive them as “wild”, “rebels”, or “loose cannons”. Intraprenuers love to experiment and are constantly looking for new ways to improve or expand the business. They are self-reliant and willing to try new things. They love to attempt the “impossible” but have a close understanding of the market - they understand that their idea must be good for the customer, the organization, and themselves. They do whatever is necessary to make their ideas come to fruition. If it requires talking to customers, building prototypes, or working on weekends, they do it. They don’t wait for permission; they just keep moving forward.
Intraprenuers are dedicated, honest, and persistent. What they may lack are political skills, which often requires a strong sponsor to protect them and help them keep pursuing the idea. Their strong vision often rubs others the wrong way and they typically step on a lot of toes. A strong sponsor helps them navigate the politics of the organization and lets them keep pursuing their dream, though always keeping them in sight so they don’t get into too much trouble.
Legendary intrapreneurs were Lee Iacocca who championed the Ford Mustang, Art Fry who created the legendary Post-it® note pads, Hulki Aldikacti who spearheaded the Pontiac Fiero, and Richie Herrink who created IBM’s corporate training. These fearless innovators are just a few of the thousands of intrapreneurs that drive corporate innovation and help develop new ways to do business. Intraprenuers are strong-willed but with a clear vision, that too often most people cannot understand (especially in the initial stages). But organizations desperately need intrapreneurs and must create environments where these “mavericks” can create the future. Without new ideas and people that will work tirelessly to ensure they are implemented, firms will wither.
After reading both books, I realized I have always been an intrapreneur. I have always been the idea guy, often ignoring silos to push the business forward (the typical intrapreneur). The problem is that when the person who runs the other silo is afraid to change or experiment, the intrapreneur (me) does not make a lot of friends.
My problem like many intrapreneurs was my lack of political skills (and too much arrogance). I was too focused on plowing along, even steam rolling senior leaders who I felt were woefully incompetent or preferred safety and the status quo rather than doing amazing things. I eventually learned a truly successful intrapreneur needs to understand politics and walk a fine line between the unwillingness to accept NO and not stepping on too many toes (who said age doesn’t create wisdom).
It is a fine line, because most people in organizations avoid change like the plague, and would rather plod along than do something fun and exciting. But you only live once (sorry for the cliché), so why not do something you can be proud of and live a fun, non-boring life. The world is under constant and rapid change. And now more than ever, all organizations (big and small) need new ideas to overcome the potential economic devastation from COVID-19. This is not the time to crush new ideas and keep a death-grip on the status quo. Things are going to change and probably change a lot, especially for the near term. So, if leaders don’t create an environment for creativity and experimentation, the firm will most likely not survive. It’s very simple.
So start the revolution within your own company. Intrapreneurs will make the difference between organizational success and failure. Sidestep bureaucratic systems while leveraging the resources that the large organization offers. Don’t be dissuaded by the “walking dead” around you. Stay positive and keep “stirring the pot”. Have the courage to push, and push hard for your ideas. If no one wants to do it, then do it yourself. Don’t give up and enjoy how fun innovation can be.