The book Principles of Intrapreneurial Capital brings up a very important challenge in most companies worldwide: to revitalize by implementing different kinds “business” into the hopefully well-tuned existing organization. And not just by acquiring a new company, but rather building it up internally.
We can call it re-entering the atmosphere. The “NewCo,” whether it’s created from within or or externally. And now it is time to in someway implement it to the company.
To be an intrapreneur, i.e. an internal entrepreneur, is a tall order. You are trying to do something that is different, and it will come into conflict with the present way of doing things. The immune system of a company will respond unless you have a “vaccine”.
Understanding innovation and its many aspects is needed to avoid confusion, to define and agree on a strategy around how to handle and what to invest. Handling upgrades, cost savings and “breakthrough innovation” work in the same way will simply not work.
I believe that handling uncertainty in steps will pave the way for acceptance. Decision-makers need insights and info about what is needed for a company to be able to adapt to the enormous shifts in their industry.
A real discussion about all things that will matter when reentering (called “Reveal” in the book) the main company, before, during and at entry will make life much easier.
I would just add:
You get what you measure, so metrics play a vital role.
One is not strongest alone, so open up and work with others.
Make sure you have Push and Pull setup so that needs and plausible solutions can be invented.
But most of all: Top management must show direction, and that innovation is valued — so give them a chance to understand!
Klas Bertilsson
Author of “Stay on the road when it turns unexpectedly”
