Principles Of Intrapreneurship

REINVENTING ORGANIZATION-INTRAPERNEURSHIP

TERM PAPER ON PRINCIPLES OF MANAGEMENT

Submitted by

Parvathy Menon

Submitted to

Prof. Abhilash Nambhudiri

EXECUTIVE SUMMARY

Intraperneurship is the practice of beginning and developing new business ventures within the structure of an existing organizations. intrapreneurship is not the only name for entrepreneurship within the boundaries of organizations. Another commonly used alternative term is corporate entrepreneurship (CE). It includes a lot of risk and innovative approaches but is rewarded for effective initiatives. An intraperneur is ingenious and innovative who focuses on the benefit of the company and is passionate about what he does. The main objective of intraperneurship is to reduce

At individual level intrapreneurship, the trigger for innovation originate from the craving to confront oneself ahead of the obvious. Intrapreneurs seeking to reinvent a company in order to increase efficiency may do so by harnessing the power of technology, proper delegation of authority and power or find other ways to improve efficiency and effectiveness. Another trigger for intrapreneurs could be the desire to provide more value to the customer through intense customer focus. They may develop innovative ways of minimizing difficulty to the customers that would enable them to become companies that are more customer oriented. Alternately, they may enhance the company’s market offerings by providing supplementary features to its market offerings. Intrapreneurial innovation also occurs when the issue at hand is one of pure survival. Whatever may be the trigger, intrapreneurial innovation serves as the fuel for the growth of the company. It helps the corporation to enlarge or intensify its core

The products and services that generate current income must be continually replaced by new and improved offerings to customers. The advantage that many companies have in terms of skilled labor and a strong market position is about to disappear as other nations, after radically increased investments in education and research, are emerging not only as efficient goods producers but also as new centers of knowledge and innovation.

We know with a high degree of certainty that the primary reason why large and previously enviable companies lose steam and finally cease to exist is that they are not able to keep pace with the rapid development that is now largely exponential rather than linear. To significantly strengthen the capacity for innovation, it is necessary to take into account the increased reliance on employees’ creative abilities and be prepared to challenge conventional management and organizational