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Intrapreneur Index
Intrapreneur Index
The fundamental idea behind the intrapreneur index can be characterized as follows: Enterprises want employees who are cultivating and developing entrepreneurial virtues, who are bravely and knowledgably laying down their ideas in discussion and in the decision-making process, but also employees who are loyal to the path that has been taken once the decisions have been made.
The motto described above can be observed more or less developed in the most varied of organizations. The most interesting feature of the intrapreneur index is the link between creativity and obedience, independence and team spirit. The fundamentally new idea of the intrapreneur index seems to be the collection of these characteristics from a huge number of employees. By collecting data from the personnel, one receives a good overall impression of how developed the intrapreneurship is in a company.
Definition and Approach to the Subject
In 1985, Gifford Pinchot developed the concept of “Intrapreneuring”, which he described in his book of the same name. The focus is on the support of intrapreneurs, the development of “intelligent organizations”, the realization of profitable ideas as well as the implementation of strategies. Intrapreneurs are “dreamers, who take action”. They take on practical responsibility for the implementation of innovation within an organization. The intrapreneur is creator or developer, but he always stays a dreamer who realizes ideas that bring profit.
EUCUSA’s Intrapreneur Index
The concept is based on Gifford Pinchot’s approach to “Intrapreneuring” from 1985, but shows significant differences. Pinchot concentrated primarily on the creative process of entrepreneurial thinking and unconditionally submits everything else to this principle. This is especially apparent in his “10 Commandments for Intrapreneurs.” Still, the term “Intrapreneuring” coined by Pinchot, as well as the term “Intrapreneur” going with it, are actually well chosen terms, which are used quite often both here and in literature. A fundamental idea of intrapreneuring is the existence of certain entrepreneurial patterns of behavior and characteristics which are desired in an enterprise. An entrepreneur in an enterprise.
The company relies on its employees’ ability to manage work by self-qualification and organization of self. Nonetheless, employees feel committed to the company’s aims. A collaborative, supported effort and desire to improve is the base for an entrepreneurial culture.
The EUCUSA intrapreneur index consists of three core dimensions which are essential to the corporate entrepreneurship:
Passionate Energy
Passionate Energy means the motivational action of employees and structures that allow employees to pursue their aims in a passionate and energetic way. The thought of watching growth and seeing something in development, of appreciating achievement, is the main motor here. Passionate energy is the intrinsic flame burning in every human being, igniting human action. Engagement and self-confidence, as well as orientation on the implementation of good ideas in practice is another aspect of the passionate energy.
Encompassing Innovation
Encompassing Innovation is the ability of employees and companies to create something uniquely ground-breaking and new. When using this strategy, creative solutions are sought to solve problems and secure the survival of the company in the future. An important precondition for this innovation-friendly environment is the ability to endure the accompanying insecurity and to ensure and nurse the necessary mobility (both material mobility and mobility of thought) and independence.
Constructive Action
Constructive Action is the rational dimension to ground the strategies of Passionate Energy and Encompassing Innovation in reality. This aspect helps provide a structure to create success from dreams, passion and endurance. Significant aspects of constructive action are the ability to refuse taking on high risks in favor of taking on moderate, calculated risks, interest in the economic factors of success or failure, as well as the willingness to plan and organize. Another part of how the cultivation of interpersonal relationships is enabled and supported is the ability to strive for realistic aims and be aware of holistic correlations.
These three core dimensions and their respective characteristics are collected in the course of an EUCUSA employee survey toward already existing structures as well as existing characteristics among the employees. The resulting indices will make it possible to conduct suitable measures together with the client.
The fundamental idea behind the intrapreneur index can be characterized as follows: Enterprises want employees who are cultivating and developing entrepreneurial virtues, who are bravely and knowledgably laying down their ideas in discussion and in the decision-making process, but also employees who are loyal to the path that has been taken once the decisions have been made.
The motto described above can be observed more or less developed in the most varied of organizations. The most interesting feature of the intrapreneur index is the link between creativity and obedience, independence and team spirit. The fundamentally new idea of the intrapreneur index seems to be the collection of these characteristics from a huge number of employees. By collecting data from the personnel, one receives a good overall impression of how developed the intrapreneurship is in a company.
Definition and Approach to the Subject
In 1985, Gifford Pinchot developed the concept of “Intrapreneuring”, which he described in his book of the same name. The focus is on the support of intrapreneurs, the development of “intelligent organizations”, the realization of profitable ideas as well as the implementation of strategies. Intrapreneurs are “dreamers, who take action”. They take on practical responsibility for the implementation of innovation within an organization. The intrapreneur is creator or developer, but he always stays a dreamer who realizes ideas that bring profit.EUCUSA’s Intrapreneur Index
The concept is based on Gifford Pinchot’s approach to “Intrapreneuring” from 1985, but shows significant differences. Pinchot concentrated primarily on the creative process of entrepreneurial thinking and unconditionally submits everything else to this principle. This is especially apparent in his “10 Commandments for Intrapreneurs.” Still, the term “Intrapreneuring” coined by Pinchot, as well as the term “Intrapreneur” going with it, are actually well chosen terms, which are used quite often both here and in literature. A fundamental idea of intrapreneuring is the existence of certain entrepreneurial patterns of behavior and characteristics which are desired in an enterprise. An entrepreneur in an enterprise.
The company relies on its employees’ ability to manage work by self-qualification and organization of self. Nonetheless, employees feel committed to the company’s aims. A collaborative, supported effort and desire to improve is the base for an entrepreneurial culture.
The EUCUSA intrapreneur index consists of three core dimensions which are essential to the corporate entrepreneurship:
Passionate EnergyPassionate Energy means the motivational action of employees and structures that allow employees to pursue their aims in a passionate and energetic way. The thought of watching growth and seeing something in development, of appreciating achievement, is the main motor here. Passionate energy is the intrinsic flame burning in every human being, igniting human action. Engagement and self-confidence, as well as orientation on the implementation of good ideas in practice is another aspect of the passionate energy.
Encompassing InnovationEncompassing Innovation is the ability of employees and companies to create something uniquely ground-breaking and new. When using this strategy, creative solutions are sought to solve problems and secure the survival of the company in the future. An important precondition for this innovation-friendly environment is the ability to endure the accompanying insecurity and to ensure and nurse the necessary mobility (both material mobility and mobility of thought) and independence.
Constructive ActionConstructive Action is the rational dimension to ground the strategies of Passionate Energy and Encompassing Innovation in reality. This aspect helps provide a structure to create success from dreams, passion and endurance. Significant aspects of constructive action are the ability to refuse taking on high risks in favor of taking on moderate, calculated risks, interest in the economic factors of success or failure, as well as the willingness to plan and organize. Another part of how the cultivation of interpersonal relationships is enabled and supported is the ability to strive for realistic aims and be aware of holistic correlations.
These three core dimensions and their respective characteristics are collected in the course of an EUCUSA employee survey toward already existing structures as well as existing characteristics among the employees. The resulting indices will make it possible to conduct suitable measures together with the client.
