Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
Chapter 1 the foundation of entrepreneurship (lecture 1 & 2)Afzaal Ali
The document defines an entrepreneur as a person who starts and operates a business by taking on financial risk. It discusses the key skills needed by an engineer entrepreneur, including both engineering/technical skills as well as business management and entrepreneurial skills. Finally, it outlines some of the key characteristics, expectations, rewards and challenges of being an entrepreneur.
Entrepreneurship & New Venture Creation-(3.1)-Module-1VisualBee.com
The document discusses entrepreneurship and what is required to create successful entrepreneurs in India. It defines entrepreneurs as individuals who undertake risks to start new businesses. It outlines four key areas needed to develop entrepreneurs in India: creating the right environment for success, ensuring access to relevant skills, access to startup capital, and networking opportunities. The future of entrepreneurship in India is promising as both central and state governments are increasingly supporting new business creation through incentives and infrastructure development.
1) Shiv Nadar is the founder of HCL, one of India's largest IT companies, and is considered the father of India's IT industry.
2) In 1976, he founded HCL with a vision to manufacture computers in India. He raised initial funds by selling scientific calculators.
3) Under his leadership, HCL became the first company to launch many IT initiatives in India such as the country's first desktop PC, home PC, and Pentium 4 PC.
4) Today, HCL is a $4.1 billion conglomerate with 47,000 employees across 17 countries and over 500 global clients. Nadar has received several honors for his contributions to India's
This is a lecture on corporate entrepreneurship, intrapreneurship. Not much comprehensive ideas have been made on the subject matter. The forthcoming lecture for insurance staff and officers has egged me to make such a lecture.
The document discusses the evolution and concepts of entrepreneurship. It begins by outlining how entrepreneurship emerged as a factor of production in the 14th century with tax contractors. It then summarizes key thinkers' contributions, including Schumpeter viewing entrepreneurs as innovators. The document also defines entrepreneurship and an entrepreneur, examines theories of entrepreneurship including economic, sociological, and psychological perspectives. It discusses problems inhibiting entrepreneurship growth in India and concludes by comparing the pros and cons of entrepreneurship and defining intrapreneurship.
The document discusses the organizational life cycle that new ventures typically go through, including five stages: start-up, expansion, consolidation, revival, and decline. It describes the challenges entrepreneurs face at each stage, such as unpredictable growth and fighting fires at start-up, managing rapid growth during expansion, and making difficult decisions during consolidation to remain profitable. Successful ventures adapt to meet the changing needs at each stage through their leadership and strategic decisions around areas like products, markets, and organization.
The document discusses conducting a feasibility analysis for a new business idea. It describes the key components of a feasibility analysis, including product/service feasibility, industry/target market feasibility, organizational feasibility, and financial feasibility. For each component, it outlines the factors that should be analyzed, such as product desirability, industry attractiveness, management prowess, start-up costs, and overall financial attractiveness. Conducting a thorough feasibility analysis early in the process can help determine if a business idea is viable and worth pursuing further.
This document summarizes several theories of entrepreneurship from economic, sociological, and psychological perspectives. It discusses theories such as the economic theory viewing entrepreneurs as risk takers, the sociological theory that entrepreneurship is influenced by social and cultural values, and the psychological theory of achievement motivation positing that individuals with a high need for achievement are more likely to become entrepreneurs. It also summarizes theories related to status withdrawal, social change, leadership, personality, and systematic innovation.
There are many types of entrepreneurs, which can be classified in various ways. Some key classifications include innovative entrepreneurs, who introduce new products or ideas; imitative entrepreneurs, who copy innovations; and business entrepreneurs, who establish enterprises to produce new products or services. Entrepreneurs can also be classified based on their industry, such as technical entrepreneurs, who focus on production, or non-technical entrepreneurs, who focus on marketing. The document also discusses spontaneous, induced, motivated, first generation, inherited, and third generation entrepreneurs.
This document discusses two types of corporate entrepreneurship: focused entrepreneurship which promotes entrepreneurship through mandates but has limitations, and organization-wide entrepreneurship which creates an environment for opportunities to be pursued across the organization. It provides examples of how Wipro successfully transitioned from focused to organization-wide entrepreneurship through establishing the right culture and processes that allowed for structured innovation and risk-taking.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
This document provides an introduction to entrepreneurship and innovation. It begins with definitions of entrepreneurship and discusses characteristics of entrepreneurs. It then covers different types of innovations, including disruptive vs sustaining innovations and architectural vs modular innovations. The document discusses creativity techniques entrepreneurs can use to generate new ideas, providing an overview of the 6-3-5 brainwriting method. In summary, the document provides foundational concepts around entrepreneurship, innovation, and creativity techniques.
The document discusses various expansion strategies that organizations can pursue to achieve growth. It describes concentration strategies like market penetration, market development, and product development that involve competing within a single industry. Integration strategies like vertical and horizontal integration combine related business activities. Diversification strategies involve adding new markets, products or industries that are either related or unrelated to the existing business. The document provides examples and definitions of these different expansion strategies.
Creativity and innovation in entrepreneurshipKunal Singh
Creativity involves generating new ideas, innovation is implementing those ideas, and entrepreneurship combines both. Creativity thrives on flexibility, originality, and idea generation. The innovation process takes creativity further by developing ideas into useful new products, services, and processes. Entrepreneurs play a key role in innovation by recognizing opportunities, mobilizing resources, and commercializing new ideas to create value for customers and economic growth.
This document discusses different types of business strategies, including integration strategies, intensive strategies, and diversification strategies. Integration strategies involve acquiring suppliers or distributors and include vertical integration (backward or forward) and horizontal integration by acquiring competitors. Intensive strategies focus on existing products and markets and include market penetration, market development, and product development. Diversification strategies involve entering new industries, either related diversification into similar products, or unrelated diversification. The document provides examples and guidelines for when each type of strategy may be effective.
1. The document defines entrepreneurship and discusses key concepts like the definition of an entrepreneur, characteristics of entrepreneurs, types of entrepreneurs, and factors that affect entrepreneurship growth.
2. It also covers topics like the need for entrepreneurship development programs, their objectives and structure, and challenges faced in implementing them.
3. The document concludes by discussing entrepreneurial skills, behaviors, attributes, and the differences between entrepreneurs and professional managers.
This document discusses entrepreneurship and family businesses. It notes that entrepreneurial companies often become family businesses over time. Family businesses make up a significant portion of businesses and employment globally. For example, in the US, family firms account for 64% of GDP and 85% of private sector employment. The document provides context on the definition of family businesses and their worldwide economic impact.
The Family Business Power Point PresentationRonaldFilian
The document discusses the importance of estate planning for family businesses. It notes that the business often makes up the majority of the estate's value. Without proper planning, liquidating the business to pay estate taxes could negatively impact the family's goals of passing the business to future generations. The document outlines key steps in estate planning, including paying taxes, ensuring the business remains healthy, addressing the surviving spouse's needs, equalizing assets among heirs, and planning for different ownership scenarios.
Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
This document discusses a study on Corporate Family Responsibility (CFR) conducted in the Philippines. The study aims to diagnose the current situation regarding how employees integrate work, personal and family life. It uses a transversal work model involving people at all company levels to understand perceptions of CFR from managers and operational staff. The study also examines how leadership, culture and policies impact employee health, retention, motivation and satisfaction. It identifies different types of work environments - enriching, favorable, unfavorable and polluted - based on the degree of CFR support. The document provides details on the study's objectives, methodology, models and samples used in the Philippines and worldwide.
The document summarizes information about family businesses and the Smith Family Business Initiative at Cornell University. It provides statistics showing family businesses make up a large percentage of businesses globally and often outperform non-family businesses. It then discusses some of the resources and research supported by the Smith Family Business Initiative, including welcoming a new professorship in family business.
This document summarizes the findings of PwC's 2014 family business survey, which interviewed 99 family businesses in Ireland. The key findings are:
1. Irish family businesses are more confident about future growth, with 63% growing in the last year and 86% aiming to grow in the next 5 years.
2. Priorities for family businesses are achieving growth, professionalizing the business, and diversifying, while maintaining family and community values.
3. There is increased focus on professionalism, innovation, skills, and international expansion to drive growth. Succession planning and formalizing family governance are also priorities.
4. International sales make up 25% of revenues currently but are expected to rise to
The document discusses the role of the entrepreneur. It provides questions and answers about the characteristics needed by entrepreneurs such as initiative, creativity, hard work, risk-taking, self-confidence, and resilience. It also discusses what motivates entrepreneurs such as working for profit rather than a wage, independence, and ethical reasons. Finally, it outlines the role of entrepreneurs in business development by having new ideas and exploiting opportunities, and their role in economic development by bringing new products, methods, markets, supply sources, and industry organization.
This document discusses family businesses, including their definition, characteristics, strengths and weaknesses. It provides examples of large, global family businesses such as Hyundai, BMW, Fiat, Ford, Mars, Samsung, Reliance Industries and Tata Motors. The document also covers issues that family businesses often face, such as complexity, informality, lack of discipline, managing family vs non-family employees, succession planning, and setting salaries.
Family businesses make up a significant portion of businesses worldwide, ranging from 65-80% and contributing 30-65% of GDP. However, family businesses often fail due to internal family and management issues rather than external market forces. The main reasons for failure include a lack of succession planning which leaves the next generation unprepared to lead, unfairly promoting family members based on attributes other than skills, and fraternal conflicts between family members over control of the business and inheritance. Failure to change with the times and reluctance of older family members to relinquish control also contributes to family business failures.
This document discusses questions and strategies for healing divides in family businesses and enhancing their sustainability. It presents 10 questions that define solutions for reconciling family members and the business, such as understanding family relationships and communication styles. The document then discusses challenges family businesses face, such as succession issues, unfair treatment perceptions, and retaining professionals. Finally, it offers approaches for enduring family businesses, like preserving family heritage, open communication, and grooming the next generation.
The document summarizes key themes and issues to be discussed at a family business workshop, including:
1. Reviewing the founder's original vision and whether it remains valid as new generations become involved in the business.
2. Motivating potential successors and examining business processes to determine the best management structure for future growth.
3. Ensuring company values and the skills/ambitions of the next generation are aligned with the business's direction.
4. Discussing the founder's plans for partial retirement or exit and succession planning both within and outside the family to ensure continuity.
The document provides information on personal finance management including how to track income and expenses using a personal income statement. It discusses the benefits of using an income statement to identify spending habits, track cash flow, and remedy debt and financial problems. The income statement can also help increase savings and encourage seeking ways to boost income such as asking for a raise or taking on a part-time job.
Entrepreneurs plays an important role in developing countries as well as developed countries.
What are the role played by them is mentioned in this presentation.
Presentation Created and Managed by Naveen Minj.
The document discusses family businesses, including definitions, stages of development, common issues, and characteristics of healthy vs unhealthy family businesses. A family business is defined as a business with significant ownership and commitment from family members. Family businesses typically go through entrepreneurial, specialized, process-driven, and market-driven stages. Common issues include leadership succession, liquidity, non-family executives, and compensation. Healthy family businesses manage conflicts, respect boundaries, and make decisions to benefit both family and business.
Corporate entrepreneurship involves teams within established companies launching new businesses leveraging the parent company's resources. There are four models of corporate entrepreneurship based on how much funding and authority is provided: enabler, opportunist, producer, and advocate. Innovation in corporate entrepreneurship can be radical or incremental and helps companies survive, increase engagement and revenue, attract new markets, and meet customer expectations. Creating an innovation culture requires encouraging experimentation and accessible resources. Identifying intrapreneurs and establishing intrapreneurship programs involves securing management commitment, identifying risk funding areas, using flexible technologies, and proper evaluation. Failures can result from complexity, lack of ability, inadequate processes, uncertainty, or deviance. Planning for failure helps organizations
Corporate entrepreneurship involves teams within established companies launching new businesses that leverage the parent company's resources. There are four models of corporate entrepreneurship: enabler, opportunist, producer, and advocate. Companies also innovate through either radical or incremental innovation. Radical innovation introduces completely new technologies while incremental builds on existing competencies. Successful corporate entrepreneurship requires an innovation culture that encourages risk-taking and learning from failures. Identifying promising intrapreneurs and providing resources and support through corporate venturing helps established companies develop new businesses from within.
Corporate entrepreneurship involves teams within established companies launching new businesses that leverage the parent company's resources. There are four models of corporate entrepreneurship based on how much funding and authority is provided: enabler, opportunist, producer, and advocate. Innovation in corporate entrepreneurship can be radical or incremental and is important for survival, engagement, revenue, new markets, and customer expectations. Creating an innovation culture requires embracing new ideas, experimentation, accessible resources, cross-functional teams, and rewarding entrepreneurial behavior. Identifying intrapreneurs within a company and establishing intrapreneurship programs can help develop new ventures, though some projects may fail due to complexity, lack of skills, incomplete processes, or non-compliance with
Corporate entrepreneurship involves teams within established companies launching new businesses that leverage the parent company's resources. There are four models of corporate entrepreneurship based on how much funding and authority is provided: enabler, opportunist, producer, and advocate. Innovation in corporate entrepreneurship can be radical or incremental and helps companies survive, increase engagement and revenue, attract new markets, and meet customer expectations. Creating an innovation culture requires encouraging experimentation and accessible resources. Identifying intrapreneurs and establishing intrapreneurship programs within a company involves securing management commitment, identifying risk funding areas, using flexible technologies, and providing appropriate training and support systems. Common reasons for intrapreneurial failures include complexity, lack of ability, process inadequ
Corporate entrepreneurship involves teams within established companies launching new businesses that leverage the parent company's resources. There are four models of corporate entrepreneurship based on how much funding and authority is provided: enabler, opportunist, producer, and advocate. Innovation in corporate entrepreneurship can be radical or incremental and helps companies survive, increase engagement and revenue, attract new markets, and meet customer expectations. Creating an innovation culture requires encouraging experimentation and accessible resources. Identifying intrapreneurs and establishing intrapreneurship programs within a company involves securing management commitment, identifying risk funding areas, using flexible technologies, and providing appropriate training and support systems. Common reasons for intrapreneurial failures include complexity, lack of ability, process inadequ
This document discusses corporate entrepreneurship, including defining it as teams within established companies launching new businesses leveraging parent company resources. It describes four models of corporate entrepreneurship and discusses types of innovation like radical and incremental. It emphasizes the importance of an innovation culture and lists Google's successful innovations. It also discusses conceptualizing a corporate entrepreneurship strategy through developing vision/mission and venture teams. It covers identifying intrapreneurs and establishing intrapreneurship programs, and discusses planning for and learning from failures in order to succeed.
Corporate entrepreneurship involves teams within established companies launching new businesses that leverage the parent company's resources. There are four models of corporate entrepreneurship: enabler, opportunist, producer, and advocate. Companies also innovate through either radical or incremental innovation. Radical innovation introduces completely new technologies while incremental builds on existing competencies. Successful corporate entrepreneurship requires an innovation culture that encourages risk-taking and learning from failures. Identifying promising intrapreneurs and providing resources, training, and rewards is important for developing new ventures within a company.
Corporate entrepreneurship involves teams within established companies launching new businesses that leverage the parent company's resources. There are four models of corporate entrepreneurship: enabler, opportunist, producer, and advocate. Companies also innovate through either radical or incremental innovation. Radical innovation introduces completely new technologies while incremental builds on existing competencies. Successful corporate entrepreneurship requires an innovation culture that encourages risk-taking and learning from failures. Identifying promising intrapreneurs and establishing appropriate support systems and processes is also important for corporate venturing initiatives.
THE ENTREPRENEURIAL AND INTRAPRENEURIAL MINDFallahchay Ali
This document discusses the entrepreneurial process and intrapreneurship. It defines the four phases of the entrepreneurial process as identifying and evaluating opportunities, developing a business plan, determining required resources, and managing the enterprise. It also outlines the differences between entrepreneurial and managerial decision making. There is increased interest in intraprepreneurship due to social, cultural, and business pressures for flexibility and growth within organizations. Establishing an intrapreneurial culture and climate within a company involves securing management commitment, identifying supported ideas, using technology, training employees, rewarding performance, and evaluating units.
This document discusses intrapreneurship and how to promote it in an organization. It defines intrapreneurship as corporate venturing that promotes entrepreneurial competencies within an existing company. Key factors that motivate intrapreneurship include management support, risk-taking, and resource availability. The document outlines advantages like revenue growth, innovation, and talent attraction. It also discusses challenges like lack of entrepreneurial culture and obstacles to overcome them through measures like developing an intrapreneurial culture and effective reward systems.
Intrapreneurship involves entrepreneurial behavior within an existing organization. It allows organizations to benefit from innovation while drawing on existing resources. To foster intrapreneurship, organizations should establish an environment that encourages risk-taking, experimentation, and multidisciplinary teamwork. They should also implement reward systems for intrapreneurs and have top management support for entrepreneurial activities. Successfully establishing intrapreneurship involves securing commitments, identifying ideas, setting expectations, developing support structures, and implementing an evaluation system.
The document discusses ways to boost creativity and intrapreneurship in organizations. It provides examples of how companies like Apple, Google, Motorola, Cisco, GE, and 3M encourage innovation from within. Some strategies discussed include recruiting creatively, allowing employees to move ideas between departments, providing funding for projects, and rewarding risk-taking and successful new ideas. The document also outlines how developing a suggestion system, communication, and rewarding creativity rather than ideas can foster innovation in the workplace.
The document discusses entrepreneurial intentions and factors that influence individuals to pursue entrepreneurial outcomes, such as entrepreneurial self-efficacy and perceived desirability. It also discusses how education and age can impact entrepreneurship. The document outlines steps for establishing corporate entrepreneurship, including securing management commitment, identifying ideas and resources, and establishing support structures. However, corporate ventures may perform worse than independent startups due to lack of commitment, autonomy, and a constrained environment within corporations. Successful corporate entrepreneurship programs are highlighted from 3M, HP, and IBM.
Succession planning and management systems have evolved from solely focusing on talent replacement to also emphasizing employee development. Best practice succession systems are developmentally oriented, actively involve senior leadership, identify talent gaps, and are continually refined for effectiveness. They also invest heavily in developmental activities for top executives like job assignments, mentoring, and leadership programs to prepare the next generation of leaders.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
The document discusses the sources and development of entrepreneurial intention, including factors like self-efficacy, perceived desirability, education, age, and work history. It also examines the role of role models and support systems for entrepreneurs. Finally, it outlines steps for establishing corporate entrepreneurship within existing organizations, including securing management commitment, identifying ideas, establishing program expectations, and tying rewards to performance.
This document discusses strategic HR practices that drive organization growth. It begins with an overview of the contents which include background, processes and tools, and critical success factors. It then discusses a sustainable growth model involving business profit, strategy, leadership development, productivity, execution, innovation, and people development. Key HR processes and tools are then outlined, including talent development, organization development, strategy management, corporate culture, effective organization structure, and more. Critical factors for strategy, execution, culture, structure, talent, leadership, innovation, and mergers and acquisitions are also summarized. The document concludes with developmental phases for implementing these practices over a 24 month period.
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
Core Strategy is a consulting firm that specializes in supporting leading companies to develop innovative new business lines while accelerating innovation by improving collaboration between startups and corporates.
Similar to The Concept of Corporate Entrepreneurship - Intrapreneurship (20)
Presentation elaborates on how D.S Group can cross national boundaries and take their name in International Market by taking their Pulse Candy in Thai market.
Service Marketing in Healthcare Sector- Case Study of HBRGaurav Singh Bisen
Presentation on Service Marketing concepts relating with Cleveland Hospital in USA. Including all major aspects of services marketing like
1. GAP MODEL
2. Service Marketing Triangle
3. Zone of Tolerance
4. Service Quality Dimensions.
5. Service Blueprint
6. Indian perspective-Wish Mode
7. Practo-Healthcare Startup of India
Industrial Marketing Environment- A case study studying various environment (external and internal) affecting company's strategies to target their customers in B2B environment.
A presentation on MTNL's distinctive competitive advantage. The presentation also focuses on various aspects mergers, joint ventures and SBU's of MTNL all across globe
This document discusses several theories of leadership:
1. Trait theory of leadership, which focuses on innate personal qualities and characteristics of leaders. It describes several frameworks of trait theory including Katz, Stogdill, and McCain.
2. Behavioral theories that attempt to isolate behaviors that differentiate effective vs ineffective leaders, including the Ohio State studies, Michigan studies, and Managerial Grid theory.
3. Contingency theory including Fiedler's model of leadership style and situational control, and the path-goal theory.
4. Hersey-Blanchard situational leadership theory which proposes changing leadership styles based on follower maturity.
5. Other topics covered include transactional
Creating a corporate Responsibility Culture: Case of Unilever (HUL)Gaurav Singh Bisen
Unilever has developed a corporate culture focused on corporate responsibility through several approaches:
1. It considers core values and corporate culture central to its responsibility efforts.
2. It trains employees on responsibility issues but does not preach ethics, allowing them to use personal values.
3. Consistent communication about responsibility helps embed it in the company.
4. It recruits and develops leaders based on competencies like integrity and change rather than degrees.
5. Training programs educate employees on issues like sustainability and help them find responsibility in their roles.
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
2. Defining the concept
Corporate entrepreneurship is the process by which teams within an
established company conceive, foster, launch and manage a new
business that is distinct from the parent company but leverages the
parent’s assets, market position, capabilities or other resources.
5. The Four Models of Corporate Entrepreneurship
THE ENABLER
“Company provides funding & senior
executive attention on prospective
projects”
THE OPPORTUNIST
“Company has no deliberate approach for
corporate entrepreneurship. Internal &
external networks drive concept selection
& resource allocation.”
THE PRODUCER
“Company establishes & supports a full-
service group with a mandate for
corporate entrepreneurship”
THE ADVOCATE
“Company strongly evangelizes for
corporate entrepreneurship, but
business units provide primary funding”
Dedicated
Ad-Hoc
Resource
Authority
Diffused FocussedOrganizational Ownership
8. 8
Types of Innovation in Corporate
Entrepreneurship
Radical Innovation
Incremental Innovation
“New to the entire world.”
- Google Glass
-Google’s Self Driven Cars
“ New to the organization itself.”
-Auto-complete, Voice Search, Universal
Search etc.
9. How they are different ?
Radical Innovation Incremental Innovation
Requires new competencies, skills &
expertise
Risk is high
Utilizes existing competencies, skills
& expertise
Risk is low
Changes the business model Business model remains same
Helps in increasing the market
share
Market Share remains the same
Explores new technologies Exploits the existing technologies
10. 10
Creating an Innovation Culture for
Corporate Entrepreneurship
The story of innovation has not changed. It has always been a small team of people who have a new idea,
typically not understood by people around them and their executives.- Eric Schimdt - Chairman Google
15. Conceptualizing Corporate Entrepreneurship Strategy
A vision-directed, organization-wide reliance on entrepreneurial behavior that
purposefully and continuously rejuvenates the organization and shapes the scope
of its operations through the recognition and exploitation of entrepreneurial
opportunity.
16. Critical steps of a Corporate
Entrepreneurial Strategy
STEP 1 Developing the vision & mission
Encouraging Innovation
Structuring for Intrapreneurial climate
Developing individual manners for corporate
entrepreneurship
Developing Venture Teams
STEP 2
STEP 3
STEP 4
STEP 5
17. An Integrative Model of Corporate
Entrepreneurship Strategy
Source: Duane Ireland, Jeffery G. Covin, and Donald F. Kuratko, “Conceptualizing Corporate Entrepreneurship Strategy,” Entrepreneurship Theory and Practice 33, no. 1
20. Culture powering Corporate
entrepreneurship
Work on frontiers of cutting edge technology, and embrace new ideas.
Encourage experimentation, people learn from their mistakes.
Ensure no organizational obstacles are present that inhibit creativity.
Resources are available and easily accessible.
Multidisciplinary teamwork approach, and establish long time-horizon
Intrapreneurship through volunteer programs.
Appropriate reward system & Support from top management.
22. Establishing Intrapreneurship
Secure commitment to corporate entrepreneurship by different
management.
Identify areas & the amount of risk money where top management is
interested.
Use technology to enable flexibility.
Appropriate training programs should be adopted.
Exploit current set of database and work with least set of resources.
Establish strong support system and proper evaluation mechanism.
25. Reasons for Failure
Process
Complexity
Lack of Ability
Process
Inadequacy
Uncertainty
Deviance
A process
composed of
many elements
tends to break
down
An individual
doesn't have the
skills, conditions
or adequate
training the
perform the task
A competent
individual
adheres to
prescribed but
faulty or
incomplete
process
An individual
chooses to
violate and a
prescribed
process or
practice
Lack of clarity
about future
events
and unplanned
situations
26. Failure
Planning
Is a more
thoughtful and
a practical
approach.
Helps being
more analytical
and objective
by looking at
all possibilities.
Helps you move
on. Learn from
your failures
and bounce
back stronger.
Keeps you
away from
resting on your
laurels and
strive harder.
27. Create a Learning Culture
Make Risk-Taking and Failure Acceptable
Give People Ownership
Support People With Ideas
Create a Safe Place for Innovation
Celebrate and Reward Intrapreneurial Behaviour
Encourage Cross-Discipline Projects
Encourage Knowledge Sharing
Create and Allocate a Funds
Success Mantra
28. Entrepreneurs VS Intrapreneurs
Entrepreneurs Intrapreneurs
Independent in Operations
Self Fund Raising
Dependent on organization
resources.
Fund raising & resources by
organization
Operates from outside Operates within organization
Begins with a new enterprise
Brings new ideas to an established
organization.