Page 40 - Grow from Within Mastering Corporate Entrepreneurship and Innovation
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Understanding Corporate Entrepreneurship           27


                 The executive agreed that the idea was to expose as many
              people as possible to the mindset and tools of the corporate
              entrepreneur. This would enable those who had a predilection
              to do new things, while raising awareness companywide as to
              how others can help make this happen. That quality control
              specialist might be quite innovative and even become an entre-
              preneurial leader within the company, or he might not. The
              point is not that everyone should become entrepreneurial but,
              rather, that the company should provide an environment that
              enables and nurtures entrepreneurial activities (i.e., a place
              where individuals with the aptitude and interest can build new
              growth paths for the company). We will describe different
              ways of doing so in Chapter 3.
                 It might just be that if everyone in your company were to
              become entrepreneurial, the company would blow up. It might
              disintegrate into numerous small groups that were pursuing
              the future, with no one minding the present. The point is bal-
              ance. Consider Google, which will be explored in Chapter 3 in
              some detail. While it focuses on recruiting, hiring, and retain-
              ing people with proven entrepreneurial skills, and while the
              culture and structure of the company encourage new concept
              development and business creation, large swaths of the com-
              pany focus on keeping the server farms watered and the users
              cultivated. Not everyone at Google needs to be actively driv-
              ing new growth.
                 We are saved by reality. Only a subset of the population
              appears to be suited and motivated to pursue new business
              creation as a regular course. While we argue that everyone in
              a company should at least be aware of the requirements of sub-
              stantial new business development efforts and the importance
              of these initiatives to the company, only a subset of these peo-
              ple need to be dedicated to substantially innovative projects or
              creating new businesses. This can be a morphing subset, with
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