Key Distinction – Traditional versus Intrapreneurial Leaders

by: Susan Foley - May 24th, 2013   Filed under: Corporate Entrepreneurs, Intrapreneurs, Intrapreneurship, Leadership Skills Add Comment

What distinguishes a traditional leader from an intrapreneurial leader?  That is a question that many large organizations are exploring.

The pressure to understand this difference is put into perspective in the article Taking Charge: Entrepreneurs in Pursuit of Innovation, “One of the biggest contrasts between corporate leaders and those who excel as entrepreneurs is an attitude of exploration and risk-taking that isn’t always the first course of action for traditional corporate leaders.”  A disconnect that can result in the exodus of some of the most entrepreneurial (intrapreneurial) leaders to pursue their own ventures.

Part of the issue is that only a small percent of executives in large organizations are intrapreneurs or intrapreneurial.  As a result there has been limited research in understanding the real differences between these two types of leaders.

One wayOur research has shown that there are key differences in the way traditional and intrapreneurial leaders approach situations, think, take action, make decisions, motivate, inspire and lead people.  We found that traditional leaders are good at what they do but intrapreneurial leaders are good at being both – a traditional leader and an intrapreneurial leader.  This is a key distinction.

Intrapreneurial leaders live in a world of contrast.  They must operate in the core business at the same time they are building a new one.  They must know where the organization is flexible, how far they can push and the extent to which they can bend the rules.  They understand that it is a balancing act.

  • Being loyal on one hand and independent on the other
  • Collaborative and competitive
  • Poised and passionate
  • Tough minded and empathic
  • Factual and intuitive
  • More…..

It is this ability to co-exist in both these worlds that sets the intrapreneurial leader apart from others.

Beyond this you can dive deeper and look at the competencies and behaviors that distinguish traditional leaders from intrapreneurial leaders.  Take for instance the top competencies that make intrapreneurial leaders successful:  independent thinking, navigating uncertainty, engaged and thriving, driving change, leadership effectiveness and execution.

Traditional leaders possess these competencies but not at the depth that intrapreneurial leaders exhibit them.  It is the depth of the competency that separates these two types of leaders.

The reality is that organizations need both types of leaders to build and sustain their business.  The question is what kind of leader are you?

Are you more of a traditional leader or more of an intrapreneurial leader?

In order to help you answer that question we created the Intrapreneur Scorecard , a self-assessment that lets you compare yourself to the attributes of traditional versus intrapreneurial leaders.

Intrapreneurs Thinking Process

by: Susan Foley - April 22nd, 2013   Filed under: Intrapreneurs, Intrapreneurship, Leadership Skills, Social Intrapreneurs Add Comment

SmartA key distinguishing attribute of Intrapreneurs is that they think differently.  So what does that really mean?

Keep in mind that our traditional thinking methods have not changed for centuries.  For over 2000 years we have used logic, reason and argument as a basis for thinking.  Yet argument lacks creativity.  It is based on the premise that there is a winner and loser, “I am right you are wrong.”

Intrapreneurs understand the limitations of logic, reasoning and argument.  They use different techniques to focus their thinking, be more creative, and collaborative.

Intrapreneurs see the world through a different lens.

Intrapreneurs are independent thinkers.  They rely on their own observations and experience to guide them rather than depend on the word of others.  They proactively challenge and question the status quo.  They believe that there is different and better way to get things done.  They are confident in their abilities. Read More

10 Reasons for Corporate Entrepreneurship – Fad or No Fad!

by: Susan Foley - February 22nd, 2013   Filed under: Corporate Entrepreneurs, Corporate Entrepreneurship, Entrepreneurial Leadership, Intrapreneurs, Intrapreneurship 1 Comment

A question that many executives ask me; “Is corporate entrepreneurship just the latest management fad.”  Fad or no fad the real question is why now!

iStock_000012707016XSmallRead 10 reasons why corporate entrepreneurship is needed now.  Then let me know if you think corporate entrepreneurship (Intrapreneurship) is a management fad or here to stay.

1)  Inadequate Growth:  The current reality is that most organizations have spent the last decade investing in existing or mature products that are not providing adequate growth.

2)  Failure Rate:  The failure rate for new business initiatives remains high for new products and services, more than ninety percent for transformational efforts.

3)  Lack of Capabilities:  A majority of CEOs do not feel like they have the skills or capabilities inside their organization to achieve their growth agenda, they are probably right.

4)  Few Role Models:  Only four percent of executives in large organizations are entrepreneurs or entrepreneurial, most executives have achieved their success by managing the core business not building new ones.

5)  Major Barriers:  After a decade of cost cutting and streamlining operations, organizations have created rigid and inflexible systems that have created roadblocks and barriers to growth.

6)  Inability to Change:  Risk adverse cultures, resistance to change and fear of the unknown are impeding an organizations ability to respond to a rapidly changing world.

7)  Reliance on the Past:  Increasing uncertainty, complexity and ambiguity are putting pressure on organizations to rely on practices that worked well for them in the past, but may not now.

8)  Poor Execution:  Three out of five organizations say they are weak when it comes to execution and they see corporate entrepreneurship as a way to close the gap between idea generation and execution.

9)  Business Benefits:  Corporate entrepreneurship is linked to higher levels of productivity, engagement, growth, innovation and financial returns. It is also linked to intangible outcomes like knowledge, skill development and job satisfaction.

10)  Accelerate Growth:  Sixty five percent of the top one hundred innovative companies are instituting corporate entrepreneurship as a way to increase their ability to accelerate new business growth.

Is corporate entrepreneurship the latest management fad or a business imperative? You decide!