Unformatted text preview: Corporate Entrepreneurship & Innovation
Michael H. Morris Donald F. Kuratko Jeffrey G. Covin Copyright (c) 2007 by Donald F. Kuratko All rights reserved. "Wealth in the new regime flows directly from innovation, not optimization; that is, wealth is not gained by perfecting the known, but by imperfectly seizing the unknown."
~Kevin Kelly, "New Rules for the New Economy," Wired
Copyright (c) 2007 by Donald F. Kuratko All rights reserved. Section I Building Blocks for Corporate Entrepreneurship
Section I introduces basic concepts, tools and frameworks that help explain how entrepreneurial behavior can occur within established organizations. Chapter One: The New Entrepreneurial Imperative Chapter Two: The Unique Nature of Corporate Entrepreneurship Chapter Three: Levels of Entrepreneurship in Organizations: E Entrepreneurial Intensity Chapter Four: The Forms of Corporate Entrepreneurship Chapter Five: Differing Contexts for Corporate Entrepreneurship Copyright (c) 2007 by Donald F. Kuratko All rights reserved. E Section I Building Blocks for Corporate Entrepreneurship Copyright (c) 2007 by Donald F. Kuratko All rights reserved. Chapter 1 The New Entrepreneurial Imperative Turbulent Environments and the Embattled Corporation E The changing domain of the external environment Technological Legal Economic Regulatory Competitive Global Labor Customer Resource Social Customer Supplier
"Managers face shortened decision windows and diminishing opportunity streams, meaning they must act quickly or find themselves missing out on opportunities" Turbulent Environments and the Embattled Corporation
Fragmented markets and rapidly rising customer expectations are forcing firms to customize their products, cultivate longer-term customer relationships and learn new skills in serving global markets E Technology
Firms have to change the ways they operate internally and how they compete externally based on: -New information management technologies -New production and service delivery technologies -New customer management technologies The Embattled Corporation
Lead customers to entirely new market spaces Quickly mimic which makes it harder to differentiate Attack firms' most profitable areas of business by specializing in narrow, profitable niches Legal, Regulatory and Ethical Standards
Firms are increasingly accountable to multiple forcing management to make difficult choices and deliver results while behaving responsibly Increasingly litigious environment Increasing regulatory restrictions E The New Path to Sustainable Competitive Advantage Achieving a sustainable competitive advantage derives from five key company capabilities Adaptability Flexibility Speed Aggressiveness Innovativeness
"Entrepreneurship is the core source of sustainable advantage" E What is Entrepreneurship? Seven perspectives on the nature of entrepreneurship
Creation of wealth Creation of enterprise Creation of innovation Creation of change Creation of employment Creation of value Creation of growth E What is Entrepreneurship? The most common key words found in the definition of entrepreneurship
Starting / Founding / Creating New Business / New Venture Innovation / New Products / New Market Pursuit of Opportunity Risk-taking / Risk Management / Uncertainty Profit-seeking / Personal Benefit E What is Entrepreneurship? An encompassing definition of entrepreneurship "Entrepreneurship is the process of creating value by bringing together a unique combination of resources to exploit an opportunity." E What is Entrepreneurship? Entrepreneurship involves a process Entrepreneurs create value where there was none before Entrepreneurs put resources together in a unique way Entrepreneurship is opportunity-driven behavior E What is Corporate Entrepreneurship? "Corporate entrepreneurship is a term used to describe entrepreneurial behavior inside established mid-sized and large organizations."
Other popular related terms Organizational entrepreneurship Intrapreneurship Corporate venturing E Management Versus Entrepreneurship "Management is the process of setting objectives and coordinating resources, including people, in order to attain them." E Management Versus Entrepreneurship Managers focus more on the current situation and how to improve efficiency and effectiveness Entrepreneurs focus less on the current situation and more on what can be E Management Versus Entrepreneurship
The Manager The Entrepreneur Visionary Opportunity-seeker Creator
The Entrepreneurial Manager Planner Strategist Organizer Staffer Motivator Budgeter Evaluator Coordinator Supervisor Innovator Calculated Risk-taker Resource Leverager Change Agent Active and Adaptive Concept Implementer Why Companies Lose their Entrepreneurial Way: The Organizational Life Cycle E Greiner's 5 stages of a company's evolution Creativity Direction Delegation Coordination Collaboration E Why Companies Lose their Entrepreneurial Way: The Organizational Life Cycle The evolutionary process of companies:
Next Stage Crisis Point Companies enter a particular growth stage and prosper until reaching a crisis point Begin Decline Failure Acquisition Candidate Why Companies Lose their Entrepreneurial Way: The Organizational Life Cycle E Start up and early growth Growth through direction Growth through delegation Growth through coordination Growth through collaboration Why Companies Lose their Entrepreneurial Way: The Organizational Life Cycle
Stage 1 Creativity Management Focus Make & Sell Stage 2 Direction Efficiency of operations Centralized & Functional Directive Stage 3 Autonomy Expansion of Market Decentralized & Geographical Delegative Stage 4 Coordination Consolidation of Organization Line-staff & product groups Watchdog Stage 5 Collaboration Problem solving & innovation Matrix of teams E Organization Structure Top Management Style Control System Informal Individualistic & Entrepreneurial Market results Participative Standards & cost centers Salary & merit increases Reports & profit centers Individual bonus Plans & investment Centers Profit sharing & stock options Mutual goal setting Team bonus Management Reward System Ownership (Source: Adapted from Larry E. Greiner, "Evolution and Revolution as Organizations Grow" Harvard Business Review, July-August, 1972 p. 45) The Entrepreneurial Imperative: A Persistent Sense of Urgency E Managers within an organization tend to become reactive by responding to the changes brought about by the external environment but let entrepreneurial fires within the company dwindle and diminish The Entrepreneurial Imperative: A Persistent Sense of Urgency
Managers must ask themselves the following questions to avoid inevitable diminishing returns and refocus on new directives and entrepreneurial avenues: How much more cost savings can the company wring out of E its current business? Are managers within the firm working harder and harder for smaller and small efficiency gains? How much more revenue growth can the company squeeze out of its current business? Is the company paying more and more for customer acquisition and market share gains? The Entrepreneurial Imperative: A Persistent Sense of Urgency How much longer can the company keep propping up its share price through share buybacks, spin-offs, and other forms of financial engineering? Is top management reaching the limits of its ability to push up the share price without actually creating new wealth? How many more scale economies can the company gain from mergers and acquisitions? Are the costs of integration beginning to overwhelm the savings obtained from slashing shared overhead costs? How different are the strategies of the four or five largest competitors in the industry from the company's strategy? Is it getting harder and harder to differentiate the company from its competitors? E E A Model of Corporate Entrepreneurship Copyright (c) 2007 by Donald F. Kuratko All rights reserved. ...
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