Page 113 - Grow from Within Mastering Corporate Entrepreneurship and Innovation
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100   grow from within


              creation and devotes time and energy to it. Therefore, a logical
              step for companies that are seeking to encourage corporate
              entrepreneurship is to create mechanisms for supporting
              employees and teams in conceiving new businesses and then
              systematically bringing these businesses to the attention of top
              management. This is the essence of the Enabler Model.
                 The basic premise of the Enabler Model is that employees
              across an organization will be willing and able to develop new
              business concepts if they are given adequate support and atten-
              tion to lead them to believe that there is a good chance of the
              new business becoming real. Dedicating resources enables such
              teams to pursue opportunities largely on their own. Because
              there is no formal organizational ownership of such efforts,
              successful experiments or demonstrations depend on top man-
              agement support if they are to be turned into new businesses.
              In this way, the Enabler Model is similar to the Opportunist
              Model, except that the early stages of new business conception
              are explicitly supported, encouraged, and often strategically
              channeled, with a promise of serious management attention to
              those concepts that look promising.
                 In rarer but very interesting cases, Enabler processes are
              employed as part of a broader, long-term plan to change the
              culture of an organization, that is, to transform a company
              without a strong tradition of innovation into one in which
              innovation and corporate entrepreneurship are encouraged
              and facilitated broadly throughout the organization. As noted
              in Chapter 1, undertaking broad cultural change requires a
              substantial and consistent commitment of top leadership,
              along with concomitant changes in many corporate manage-
              ment processes, from new product development processes to
              recruiting and human resources management. In this section,
              we will provide both an example of an inherently innovative
              organization that employs Enabler processes in order to
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