Presentation Corporate Venturing

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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Presentation Corporate Venturing