Intrapreneurship: Corporate Entrepreneurship ◾ 27
explore, express, and undertake their creative insights in a culture of innova-
tion. Therefore, management is challenged with creating incentives that are
consistent with an innovation-friendly culture. Table2.5 presents the primary
differences between traditional corporate and intrapreneurial cultures.
In an established company, the intrapreneur can be a change agent, pro-
viding a much-needed competitive advantage. This is depicted in Figure2.2.
2.7 Corporate Support for Internal Business Creation
“Don’t fund the problem; fund the solution.”
Surprisingly, the biggest barrier to intrapreneurship is corporate culture.
Culture is the set of shared attitudes, values, goals, practices, and expecta-
tions that characterize an organization. Culture is the crucial intrapreneurial
ingredient. Without a corporate culture supportive of internal innovation,
there can be no intrapreneurship.
Table 2.5 A Clash of Cultures
“Be a coach, not a judge.”
Corporate Culture Intrapreneurial (Innovation) Culture
Rewards ultraconservative decisions Trial and error
“You will miss 100% of the shots you
don’t take.”
Demands to wait for instructions
“It usually takes 3 weeks to prepare a
good impromptu speech.”
Rewards quick actions
“Don’t punish failure; reward
success.”
Expects “no surprises” Encourages new approaches that
may fail
“Starting up is hard to do.”
Collects information
“Paralysis of the analysis.”
Expects decisions even under
imperfect information
“Take risks, not chances.”
Controls information
“Information is power.”
Encourages open discussion
“Gentlemen do read each other’s
mail.”