RESPOND TO EACH QUESTION WITH AT LEAST 100 WORDS and 1 Reference
Question 1 (Jessica Am)
There were many similarities between the Greenhouse Approach and the article The Myth of the Intrapreneur. Both create an overarching tone that the intrapreneur mindset needs to be fostered by the organizational culture and leadership.
The Myth of the Intrapreneur (2018), discusses a companywide innovation management system that goes beyond just hiring someone who they hope with spark innovation but rather creating full positions that are solely dedicated to the creation and fostering of innovation. This companywide management system consists of 8 primary elements (1) leadership and an innovation culture willing to commit (2) system-wide resources and (3) a governance process that can deliver on a clearly articulated (4) mandate and scope for breakthrough innovation. An inclusive (5) organizational structure with interfaces between different parts of the company incorporates the (6) processes and tools and (7) metrics and rewards required for an innovation cycle that takes longer than incremental product innovation. Lastly, companies need (8) skills and talent that are differentiated from traditional R&D or new product development roles (para.7).
Whereas the Greenhouse Approach (2019), discusses an approach to innovation that re-images the way goals are pursued in relation to employee and team development in an attempt to foster a culture of innovation. They discuss that a team’s goals should be based on principles that create a cross-functional team (rather than a single innovation role) which includes the input of different departments that bring in a diverse range of experiences and perspectives (pg. 161).
I question if a combination of both approaches would be effective? Both methods have an overarching intent to foster and cultivate innovation. Wouldn’t a strategy that includes cross-functional team involvement and creating roles for dedicated innovation professionals to carry out the functions of discovery, development, incubation, acceleration, and scaling be the most effective (Corbett, 2018, para. 4)?
It seems logical that an organization dedicated to creating a culture that re-images the ways goals are pursued to focus away from function dependent to goal-dependent thinking would pursue both approaches, which may prove effective. Both dedicated innovation roles and cross-functional teams would solidify an organization’s commitment to fostering innovation from a multitude of avenues and departments.
QUESTION 2 (Joseph Naro)
A company-wide innovation management system is a structure that must be scaled from a single intrapreneur to a team. The intrapreneur, no matter how capable or versatile, can illicit change in this order of magnitude alone; they will need support and cross-functional interactions. Creating teams with a determined structure and comprehensive values is necessary for achieving any business goal.
The eight primary elements outlined in “The Myth of the Intrapreneur” entail: (1) commitment from leadership culture, (2) system-wide resources, (3) a clearly articulated governance process, (4) a definitive scope and mandate for breakthrough innovation, (5) an organizational structure that connect the different facets of the company, (6) supplies processes and tools, (7) provides guiding metrics and rewards for innovation cycles, and (8) values skills and talents that are differentiated from traditional research and design roles (Corbett, 2020). These elements are carefully crafted to ignite innovation within a company, supplying it the support and environment necessary to instigate the best possible transition from silo to tribes.
The other potential method utilized to transition from silos to tribes requires team structuring prior to implementing innovation management systems. The team should be constructed of a goal-driven leader or leadership team, cross-functional team members from all departments, have a shared vision and sense of unity, and egalitarian values (Anand, 2019).
These two different approaches rely heavily on well-development team members and leaders to take initiative in the transformation, which is expected out of the intrapreneur. However, the first method requires a great deal of innovation without necessarily requiring as strategic recruiting methods as the second method. It would be much easier with a capable team, however, this methods allows the intrapreneur to take charge if necessary when leading the transition from silos to tribes. Personally, I think the first method it better given that the intrapreneur and provide coaching and support to the chosen team members and build the transition mostly towards their own vision.
QUESTION 3 (Christopher Cren)
Throughout the timeline of the past three weeks there have been plenty of lessons to learn from our weekly readings, the following are my ranked lessons that hold value to me from most to least important:
- be adaptable
- be curious
- try new things
My order is based on the way I grew up and the values that I hold nearest to me. I believe that these values can transfer to any part of your life whether it be your personal, social, or work life. To be adaptable means that you can find a positive in any situation and overcome any hardships by finding an alternate path or idea around the issue. Being adaptable in positive situations helps foster good relationships and help you learn new ways of thinking or performing. Further, to be curious is to continue learning every day. I personally love the question “why?” It shows that individuals are intrigued by the situation or topic. Further, many times asking “why” links unknowns together and bridges any gaps that may be present. Lastly, everyone should try new things, whether it be food, books, mountain biking, or etc. it is vital to expanding one’s life experiences as well as knowledge.
To close, one additional take away pertaining to developing an intrapreneurial-focused culture that I would like to share is be comfortable with uncomfortable situations. “The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.” —Martin Luther King, Jr.” (Schrader, 2019, p.1). I found that the more passionate you are about anything, the more uncomfortable situations you may find yourself in with individuals who do not share the same viewpoint as you. How you succeed in these moments, or fail, is what teaches you how to be comfortable with discomfort. Check out this article on tips for getting comfortable being uncomfortable and embracing change: https://www.psychologytoday.com/us/blog/are-you-aware/201904/how-get-comfortable-being-uncomfortable
QUESTION 4 (Geovanni)
Which offered ideas have specific value to you? Offer the specific ideas in rank order from most to least important. Defend your ranking.
The offered ideas in the section “Final Thoughts: If You Take Nothing Else from This Book, Let It Be This” that are most valuable to me is written below:
1) Companies cannot rely on traditional ways of doing business; they must change in order to survive in the new world of work and the new economy (Anand, 2019, p. 169)
– This is number one on my list because awareness of the “problem statement” should initially be established (before I can passionately take on a work endeavor).
2) Let the creators (the rebels, the connectors, the trendspotters, the mavericks, the researchers) create (Anand, 2019, p. 169)
– This ranks number two on my list because the statement provides the solution to the problem. In other words, I believe this is the goal of the initiative.
3) For companies to thrive, collective effort is needed (Anand, 2019, p. 169)
– This ranks number three on my list because it gives us the “how-to” in order to meet the goal. In other words, this is a one-liner of the potential objectives. Collective effort is needed to increase stakeholder conformity, consequently increasing the chances of success. Dr. Chitra Anand shares many ideas on how to accomplish the mini objectives necessary to meet the goal. In other words, she provides insights on how to create a company environment that nourishes intrapreneurship (similar to how a greenhouse is an environment intended to help nourish growing plants).
Based on your course experience, offer any additional ideas and takeaways you care to share about developing an intrapreneurial-focused culture. Defend your enumerated takeaways.
Additional takeaway:
1) The need to change is relevant today – I completely agree with Dr. Anand that companies cannot rely on traditional ways of doing business; they must change in order to survive in the new world of work and in the new economy. This is because the consumer base has shifted to the Millenials and Generation Z. I believe that their spending habits drastically changed primarily due to the digital era. All products and services can easily be searched with the use of the internet. Consumers nowadays can quickly identify the best & most innovative products – and they make their decisions on that (at least I do).
2) Great communication is vital in change – Many individuals are not receptive to change. Fostering a greenhouse approach to change can change that attitude among employees. There are many different approaches to fostering intrapreneurship. Ultimately, they all require a lot of great communication among stakeholders.
