Page 134 - Grow from Within Mastering Corporate Entrepreneurship and Innovation
P. 134

Emerging Models of Corporate Entrepreneurship           121


              Keep in mind that Advocate organizations cannot compel busi-
              ness units to do anything, and they are, by design, unable to
              pursue projects themselves beyond initial concept develop-
              ment and due diligence. Their power rests in their ability to
              educate, connect, and persuade.
                 In order to broker connections for business units, an Advo-
              cate organization must first make and maintain those connec-
              tions itself. It must build knowledge and trust among both
              internal networks and the external ecosystem. Recall the quote
              from Professor Andrew Hargadon in the introduction: “Pur-
              suing a strategy of technology brokering means recognizing
              that a key role of corporate R&D is bridging the many differ-
              ent industries and markets that exist, and building the neces-
              sary combinations of technologies and people to make
              potential breakthroughs possible.”
                 Advocate organizations must also tend to their own corpo-
              rate-level viability by maintaining awareness and support
              among corporate leadership. Of course, testimonials from busi-
              ness unit leadership about bottom-line results are most persua-
              sive. But  Advocate organizations can also reassure the top
              leaders that the company is being exposed to leading-edge
              thinking and technologies. More important, a well-staffed Advo-
              cate team can sort “the wheat from the chaff” in emerging tech-
              nologies, where visions are often quite different from substance.
                 For Advocate organizations that are focused on bringing
              emerging external technologies to bear on business unit prob-
              lems, their primary role is to serve as a translator between the
              priorities of the (usually) small firm and those of a large cor-
              poration, helping to overcome what can otherwise tend to be
              a fundamental mismatch for many small-to-large-corporation
              negotiations. Small firms are often eager to display their capa-
              bilities to a major potential customer, and the large company
              can gain a competitive advantage by serving as the proving
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