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8/8/2019 Presentation Corporate Venturing
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Chapter 6
Human Resources in theEntrepreneurial
Organization:The Creative Individual
By Philippe Birker
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Section II
Creating the Entrepreneurial Organization
Copyright (c) 2007 by Donald F. Kuratko All rights reserved.
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The Creative Individual in a Company
The Arenas in Which People Are Creative at WorkThe Arenas in Which People Are Creative at Work
Idea CreativityIdea Creativity Material CreativityMaterial Creativity
Organization CreativityOrganization Creativity
Relationship CreativityRelationship Creativity
Event CreativityEvent Creativity
Inner CreativityInner Creativity
Spontaneous CreativitySpontaneous Creativity
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The Creative Individual in a Company
Three components of successful creativityThree components of successful creativity
in organizations:in organizations:
ExpertiseExpertise
MotivationMotivation
Creative thinking skillsCreative thinking skills
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Creative thinking exercise
What is the first opposite word that springs
to mind when hearing those terms:Night
Smart
Heavy
Three more opposite words
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Exercise number 2
What do you see?
Three colouredshapes, green circle
with a diagonal line
Green forbiddenroad sign
Bearded face
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The Creative Process
(Van Oech)
preparation
frustration
incubation
illumination
elaboration
(Strickland &
Carlson)
exploring what
you have and
what you need
inventing ideas
while roaming
beyond the obvious
choosing the idea or
combination that
holds the most
promise in terms of
strengths and
weaknesses
implementing,
trying, evaluating
(Ray &
Myers)
information
gathering
digestion
of material
incubation
or forgetting
the problem
inspiration
implementation
(Kuhn)
problem
recognition
naive incubation/
gestation
information search
and preparation
knowledgeable
incubation/gestation
alternative solution
formation
alternative solution
evaluation
chosen solution
implementation
feedback andevaluation
(Rickards)
preparation
incubation
insight/
inspiration
validation
(Kao)
interest
preparation
incubation
illumination
verification
exploitation
(Miller)
be aware
of your complete
current situation
be persistent
In your vision
perceive all your
alternatives
entertain
your intuitive
guidance
assess and select
among your
alternatives
be realistic in
your actions
evaluate your results
Different Views of the Creative Process
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The Creative ProcessA fiveA five--stage approach encompasses thestage approach encompasses the
similarities across the seven previously listedsimilarities across the seven previously listed
viewsviews Preparation stagePreparation stage
Frustration stageFrustration stage
Incubation stageIncubation stage Illumination stageIllumination stage
Elaboration stageElaboration stage
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The Creative Blocks
The right answer
Thats not logical
Be practical
Follow the rules
Avoid ambiguity
To err is wrong
Play is frivolous
Thats not my area
Dont be foolish
Im not creative
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The Creative BlocksThese creative blocks originate from three sourcesThese creative blocks originate from three sources
in the realm of corporate entrepreneurshipin the realm of corporate entrepreneurship
Employees impose the blocks on themselvesEmployees impose the blocks on themselvesbased on their own perceptionsbased on their own perceptions
Fellow employees impose them on their coFellow employees impose them on their co--workersworkers
The workplace itself is a source of blocksThe workplace itself is a source of blocks
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Difference AdultChild
tim brown on creativity and play
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Creativity Techniques and Creative Quality
Three standards to consider whenThree standards to consider when
judging ones creativityjudging ones creativity
Overt benefitOvert benefit
Reason to believeReason to believe
Dramatic differenceDramatic difference
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Motivating Entrepreneurial Behavior
KEY;
PC: Personal Characteristics of the Entrepreneur
PG: Personal Goals of the Entrepreneur
BE: Business Environment for the Entrepreneurial Idea
IDEA: The Entrepreneurial Idea
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The Entrepreneurial Personality
Common Traits and Characteristics Associated with the
Entrepreneurial Individual
Drive to AchieveInternal Locus of Control
Calculated Risk-taking
Tolerance of Ambiguity
Commitment/Perseverance/DeterminationIndependence
Self-confidence & Optimism
Tolerance for Failure
Persistent Problem SolvingOpportunity Orientation
Integrity & Reliability
High Energy Level
ResourcefulnessCreativity & Innovativeness
Vision
Team Building
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Are Corporate Entrepreneurs Different?
Corporate entrepreneurs:Corporate entrepreneurs:
Not necessarily the inventors of new products,Not necessarily the inventors of new products,
services, or processesservices, or processes
Turn ideas or prototypes into profitableTurn ideas or prototypes into profitable
realitiesrealities
Drivers behind the implementation ofDrivers behind the implementation of
innovative conceptsinnovative concepts
Team buildersTeam builders
Ordinar eo le who do extraordinar thin sOrdinar eo le who do extraordinar thin s
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Are Corporate Entrepreneurs Different?Entrepreneurial action can be described best inEntrepreneurial action can be described best in
terms ofterms ofconceptualizationconceptualization and thenand then
implementationimplementation
ConceptualizationConceptualization dreamingdreaming
ImplementationImplementation doingdoing
Corporate entrepreneurs must be well skilled inCorporate entrepreneurs must be well skilled in
both of these dimensionsboth of these dimensions
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Are Corporate EntrepreneursD
ifferent?The Corporate Entrepreneurial Framework
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Categories of EntrepreneursCharacteristic Traditional
Manager
Entrepreneur Corporate
Entrepreneur
Primary motives Promotion, power Freedom, self-
motivated
Freedom, corporate
resources
Time orientation Weekly annual
planning
5- to 10-year growth
guides
End goal of 3-15
years
Tendency to action Delegates action,
supervise/reporting
Self-involved in all
facets
Self-involved but
tends to delegate
Skills Professional
management
Intimate knowledge
of business
Very much like the
entrepreneur
Focus of attention Events inside
corporation
Technology and
marketplace
Insiders and
customers
Attitude towards risk Cautious Likes moderate risk,
expects to succeed
Sees little personal
risk, not afraid ofbeing fired
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Categories of Entrepreneurs
Miner (1996) concludes that four differentMiner (1996) concludes that four different
types of entrepreneurs existtypes of entrepreneurs exist The Personal AchieverThe Personal Achiever
The SuperThe Super--SalespersonSalesperson
The Real ManagerThe Real Manager
The Expert Idea GeneratorThe Expert Idea Generator
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Critical Roles in Corporate EntrepreneurshipIndividuals within a corporate entrepreneurshipIndividuals within a corporate entrepreneurship
environment must take on one or more ofenvironment must take on one or more of
these roles on a regular basis:these roles on a regular basis: InitiatorInitiator
*Sponsor/Facilitator*Sponsor/Facilitator
*Champion*Champion
Innovation MidwifeInnovation Midwife
SupporterSupporter
ReactorReactor
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Critical Roles in Corporate EntrepreneurshipFifteen key roles that must be filled by the championFifteen key roles that must be filled by the champion
Researcher/analyzerResearcher/analyzer
Interpreter/strategistInterpreter/strategist
Visionary/inventoryVisionary/inventory
Catalyst or leaderCatalyst or leader
EndorserEndorser
Team playerTeam player
Resource providerResource provider
Problem solverProblem solver
CoordinatorCoordinator NegotiatorNegotiator
PoliticianPolitician
Change managerChange manager
MissionaryMissionary
OpportunistOpportunist
Critic/judgeCritic/judge
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ood for thought
Final thoughts
Awetuh Project
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Questions?
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