risk taking ability

8/10/2019 Risk Taking Ability

1/18

Risk taking ability, Self-confidence, Decision making ability, Knowledge of cumin growing to

harvesting technology, Economic motivation,MARKET orientation, Risk factors, Soil and firm

condition of experiences, Water resources, Water quality and volumes, need to cumin for all

technical factors, Ability of co-ordination to cumin related activities, Achievement, Motivation,

etc. indicators are behavior of entrepreneurial.

Entrepreneurship has gained greater significance at global level under changing economic

scenario. Global economy in general and Indian economy in particular is poised for accelerated

growth driven by entrepreneurship. Admits environment of super mall culture we find plenty of

scope for entrepreneurship inTRADING and manufacturing.

An entrepreneur is a person who is able to look at the environment, identify opportunities to

improve the environmental resources and implement action to maximize those opportunities

(Robert E. Nelson) it is important to bear in mind the entrepreneurial skills that will be needed to

improve the quality of life for individuals, families and communities and to sustain a healthy

economy and environment. Taking this into consideration, we will find that each of the

traditional definitions has its own weakness (Tyson, Petrin, Rogers, 1994, p. 4).

The first definition leaves little room for innovations that are not on the technological or

organizational cutting edge, such as, adaptation of older technologies to a developing-country

context, or entering into exportMARKETS already tapped by other firms. Defining

entrepreneurship as risk-taking neglects other major elements of what we usually think of as

entrepreneurship, such as a well-developed ability to recognize unexploitedMARKET

opportunities.

Entrepreneurship as a stabilizing force limits entrepreneurship to reading markets disequilibria,

while entrepreneurship defined as owning and operating a business, denies the possibility of

entrepreneurial behavior by non-owners, employees and managers who have no equity stake in

the business. Therefore, the most appropriate definition of entrepreneurship that would fit into

the rural development context, argued here, is the broader one, the one which defines

entrepreneurship as: "a force that mobilizes other resources to meet unmet market demand",

"the ability to create and build something from practically nothing", "the process of creating value

by pulling together a unique package of resources to exploit an opportunity".

It combines definitions of entrepreneurship by Jones and Sakong, 1980; Timmons, 1989;

Stevenson, et al., 1985. Entrepreneurship so defined, pertains to any new organization of

productive factors and not exclusively to innovations that are on the technological or

organizational cutting edge, it pertains to entrepreneurial activities both within and outside the

organization. Entrepreneurship need not involve anything new from a global or even national

perspective, but rather the adoption of new forms of business organizations, new technologies

and new enterprises producing goods not previously available at a location (Petrin, 1991).

This is why entrepreneurship is considered to be a prime mover in development and why nations,

regions and communities that actively promote entrepreneurship development, demonstrate

much higher growth rates and consequently higher levels of development than nations, regions
http://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.html


2/18


3/18


4/18

Low dignity of labour

What New Awareness has to say about it? The new Industrial Policy of the Government of India

has specially highlighted the need for special entrepreneurship programmes for women

entrepreneurs in the nature of product-process oriented courses to enable them to start small-

scale industries. A majority of women entrepreneurs are from the middle class families who have

low technical education, less family responsibilities but desire to become entrepreneurs. This

potential should be identified and tapped.

Rural Entrepreneur Succeeding as an entrepreneur and an innovator in todays world is vastly

different from what it was earlier. Besides the existing generation of entrepreneurship also is

passing through the transition period. They experience financial resource limitation to promote

or to develop a venture and there is also look of research and innovation to meat with marketing

challenges. Indian rural economy is also experiencing behavior of entrepreneurial. Aim of most

farmers is to earn profits from farming as from any other business, if he determines the

objectives. A farm business necessary requires deliberate decision and properINVESTMENT ,

after assessing risk and available resources to maximize profit. There for entrepreneurship is not

simply adoption of new activity but it is transformation of a person from traditional of modern

India is known as Home spices and is in fact the largest producer, consumer and exporter of

spices in the world. Though, cumin cultivation requires more inputs and production prices are

high but last two years monetary output is uncertain. It is also sensitive crop to many disease,

pest and also highly risky crop considering natural hazards, as well as the day to day fluctuating

wholesale price index. Organizations will face seven trends in the next decade as they flight to

survive, grow and remain competitive.

Speed and uncertainty will prevail.

Technology will continue to disrupt and enable.

Demographics will dictate much of what happens in business.

Loyalty will erode.

Work will be done anywhere, anytime.

Employment as we know it will disappear.

Opportunities For rural Entrepreneurs. Crashed Scheme for Rural Development

Food for Work Programme

National Rural Employment Programme Regional Rural Development Centers

Entrepreneurship Development institute of India

Bank of Technology

Rural InnovationFUNDING

Social Rural Entrepreneurship.

Challenges For Rural Entrepreneurs Growth of Mall Culture

Poor Assistance

Power Failure Lack of Technical know how
http://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.html


5/18

Capacity Utilization

Infrastructure Sickness

Present Entrepreneurial Scenario

Mr. Ratan Tata had clearly articulated to us his vision for Tata Motors. The company has very

successfully launched its passenger cars- Indica and Indigo and recently in January 2008 they

have set a benchmark in the history of four-wheeler industry all around the globe by offering

their masterpiece NANO to be the worlds cheapest car worth 1 Lac rupees only. The company

has also taken over the business of Corus, a giant in the steel industry.

Vijay Mallya and talk of innovation, to hit the IndianMARKET .Vijay Mallyas mission was to

create brand Kingfisher as a generic brand for lifestyle. There happened to be some sort of

compatibility between the way he lived his life and the brand image that he was thinking to

create. One of the key ingredients of innovation is to simply be yourself. He did the restructuring

process of United Breweries without any sense of embarrassment. We are all sometimes stymied,curbed and limited by ourselves. Philips, Sony, Honda, Ford provide the signposts of

entrepreneurship today for all to emulate. Some of these have come up only in recent years and

from small beginnings. In India, too, one sees glimpses of such entrepreneurship. ICICIs

experience tells a great deal about entrepreneurship good as well as not so good.

Following Indian firms will keep on dominating the corporate world in the future too

Tata Steel & Motors

IndianOIL Corporation

Reliance industries

Infosys Technologies

Moser Baer

Bharti Tele-ventures

Twaalfhoven and Indivers (1993, pp. 3-4), they are run by dynamic entrepreneurs, who manage

and lead their companies not only to remain in the business but to expand it. Dynamic

entrepreneurs look for growth, they do not have only a vision but are also capable of making it

happen. They think and act globally, look for expansion, rely on external resources, seek

professional advice or they work with professional teams. They challenge competitors instead of

avoiding them and take and share risks in a way that leads to success. In this way economicvitality of a country largely depends on the overall level of entrepreneurial capacity, i.e., on its

ability to create rapidly growing companies

Summary

The entrepreneurs provide a magical touch to an organization, whether in public or private or

joint sector, in achieving speed, flexibility, innovativeness, and a strong sense of self-

determination. They bring a new vision to the forefront of economic growth.
http://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.htmlhttp://www.publishyourarticles.net/knowledge-hub/articles/entrepreneurship-challenges-and-opportunities-indian-scenario.html


6/18

How Big Companies Are BecomingEntrepreneurialEditors note:Dan Schawbel is the managing partner ofMillennial Branding,a Gen

Y research and management consulting firm. He is also the author of Me 2.0 and

was named to the Inc. Magazine 30 Under 30 list in 2010. Subscribe to his

updates atFacebook.com/DanSchawbel.

You probably believe that big companies are anti-entrepreneurial because you

assume they are slow growth dinosaurs that resist change, but history teaches us

otherwise. Corporations have been run entrepreneurship-type programs for many

years, like the fabled Lockheed Martin Skunk Worksa small group of employees

working on revolutionary products such as famous aircraft designs including the U-2

and SR-71 Blackbird. Even today, some companies still refer to these projects as

skunkworks projects.

Today, companies are starting new entrepreneurship initiatives because they need

fuel for innovation, desire top talent and need to sustain a competitive advantage.

Smart companies are catering to entrepreneurs, allowing workers to pitch their ideas,

and even funding them. They are holding entrepreneurship contests, investing in

startups and bringing on entrepreneurs in residence (EIR). In the war for talent and

innovation, companies have to think entrepreneurially in order to survive and thrive.

Intrapreneurship is on the rise

In the past, we heard of intrapreneurs or individuals that behave like entrepreneurs in

major companies. These were the all-star engineers who would come up with

original ideas and create new products. These days, companies have embracedintrapreneurship to drive innovation, stay ahead of the competition and as a

recruiting tool. This trend has been driven in large part by Generation-Y, a

generation of entrepreneurs that want to reinvent the business world as we know

it. Companies are going to have embrace entrepreneurship if they want to be

successful. Google is a great example of a company that understands this. If you

work there, you are in a startup culture within a major corporation. It is part of the

reason why they receive thousands of resumes each day. My prediction is that in the

future, all companies will resemble startups and have a startup culture, regardless of
http://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://en.wikipedia.org/wiki/Skunk_Workshttp://en.wikipedia.org/wiki/Skunk_Workshttp://en.wikipedia.org/wiki/Skunk_Workshttp://en.wikipedia.org/wiki/Skunk_Workshttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blankhttp://techcrunch.com/2012/07/29/how-big-companies-are-becoming-entrepreneurial/blank


7/18

size. Intrapreneurship programs are promising because talent can drive new ideas

and products and caters to employees who are entrepreneurial but lack resources.

Corporate entrepreneurship contests

Colleges arent the only ones starting their ownentrepreneurship contests.

Companies are using similar contests to engage their own workforce and as external

recruiting and branding tools. Ernst & Young, for instance, has The Innovation

Challenge, which is an internal competition where employees come up with new

service offerings for their clients. PwC, another major consulting company, runs the

PwC PowerPitch, which is an innovation contest where the winning team receives

the sum of $100,000 to implement their idea. Mitra Best, the US Innovation Leader

for PwC says that several of the top PowerPitch ideas have been implemented

already and are creating value for the company. For example, two of the top ideas in

2011 were on predictive analysis and PwC created an analytics centers as a result of

the ideas. Three of the ideas were related to PwCs role in cloud computing, which

are now in the idea refinery where workshops bring several ideas together and

develop two to three services around them.

Amazon Web Services has the Start-Up Challenge, which is a competition for start-

ups that use its Web, e-commerce and cloud-computing technology to build their

infrastructures and businesses. Prizes include a cash grant of $50,000, mentoring

sessions and a potential investment offer from Amazon. In 2011,Fantasy

Shopperwas the grand prize winner andLocalyticswas the runner up. Qualcomm

Ventures offers the Qprize Competition, which is an international business plan

competition open to mobile industry entrepreneurs. The top prize is $250,000 of

convertible-note financing. Corporate contests are promising because people are

competitive in nature, it gives them the opportunity to make a name for themselvesat a big company, and great PR.

Companies are investing in startups

Companies are investing in startups instead of just acquiring them. The most recent

example of this is Microsofts Bing Fund, which is a new angel fund and incubator

program that seeks to partner with entrepreneurs that focus on the mobile and web

experience spaces. Microsoft also invested $240 million in Facebook for 1.6 percent

of the company back in 2007. Last month, Dell announced the Dell Innovators
http://techcrunch.com/2012/07/08/how-colleges-are-becoming-entrepreneurial/http://techcrunch.com/2012/07/08/how-colleges-are-becoming-entrepreneurial/http://techcrunch.com/2012/07/08/how-colleges-are-becoming-entrepreneurial/http://money.cnn.com/2011/10/11/news/companies/pwc_powerpitch_contest.fortune/index.htmhttp://money.cnn.com/2011/10/11/news/companies/pwc_powerpitch_contest.fortune/index.htmhttp://money.cnn.com/2011/10/11/news/companies/pwc_powerpitch_contest.fortune/index.htmhttp://aws.amazon.com/startupchallenge/http://aws.amazon.com/startupchallenge/http://aws.amazon.com/startupchallenge/http://www.fantasyshopper.com/http://www.fantasyshopper.com/http://www.fantasyshopper.com/http://www.fantasyshopper.com/http://www.localytics.com/http://www.localytics.com/http://www.localytics.com/http://www.qualcomm.com/media/releases/2012/05/21/qualcomm-ventures-launches-third-annual-qprize-2012-competition-fund-worldhttp://www.qualcomm.com/media/releases/2012/05/21/qualcomm-ventures-launches-third-annual-qprize-2012-competition-fund-worldhttp://www.qualcomm.com/media/releases/2012/05/21/qualcomm-ventures-launches-third-annual-qprize-2012-competition-fund-worldhttp://techcrunch.com/2012/07/12/bing-fund-microsoft-launches-its-own-angel-fund-and-incubator-programhttp://techcrunch.com/2012/07/12/bing-fund-microsoft-launches-its-own-angel-fund-and-incubator-programhttp://techcrunch.com/2012/07/12/bing-fund-microsoft-launches-its-own-angel-fund-and-incubator-programhttp://content.dell.com/us/en/corp/d/secure/2012-06-07-dell-innovation-startup-financinghttp://content.dell.com/us/en/corp/d/secure/2012-06-07-dell-innovation-startup-financinghttp://content.dell.com/us/en/corp/d/secure/2012-06-07-dell-innovation-startup-financinghttp://techcrunch.com/2012/07/12/bing-fund-microsoft-launches-its-own-angel-fund-and-incubator-programhttp://www.qualcomm.com/media/releases/2012/05/21/qualcomm-ventures-launches-third-annual-qprize-2012-competition-fund-worldhttp://www.localytics.com/http://www.fantasyshopper.com/http://www.fantasyshopper.com/http://aws.amazon.com/startupchallenge/http://money.cnn.com/2011/10/11/news/companies/pwc_powerpitch_contest.fortune/index.htmhttp://techcrunch.com/2012/07/08/how-colleges-are-becoming-entrepreneurial/


8/18

Credit Fund, which provides entrepreneurs up to $100 million in financial and

scalable technology resources. American Expressannounced last yearthat they

would invest $100 million in digital commerce startups that would help fuel their

digital transformation. Also, Advance Publicationsinvested $10 millionin Unified, asoftware company used by brands and ad agencies to buy, manage and measure ad

performance on social networks. Startup investments are promising because

companies cant always acquire a startup in the early stages, when they invest they

get a new partner and they fuel growth.

Entrepreneurs in Residence

When people speak of entrepreneurs in residence, they usually talk about successful

entrepreneurs who have a position at a venture capitalist firm or within a business

school. Today, innovative companies have embraced the idea of an EIR by claiming

their own. Both Google and Dell have recruited EIRs to stay ahead of the curve and

to advise them on startups.Stacy Brown-Philpothas been an entrepreneur in

residence at Google Ventures since May. While Stacy never started her own

business, she led operations for more than forty different products, including Google

Search, Chrome and Google+.

Ingrid Vanderveldtrecently landed her position as Dells first entrepreneur in

residence. Unlike Stacy, she is currently an entrepreneur as the CEO of Green Girl

Energy, the creator of the GLASS Forum (Global Leadership & Sustainable

Success), CEO of Ingrid Vanderveldt LLC and Managing Director of VH2 Energy

Investments LLC. More brands will start to bring on EIRs in the future, especially in

the technology industry, where acquisitions and investments are the norm. EIR

programs are promising because they have knowledge on what startups are worth

investing in, can oversee entrepreneurship programs, and can be used to attract newstartups into corporate ecosystems.

Entrepreneurship/intrapreneurship programs drive business results

Industry expertsbelievethat 30% of large companies now provide seed funds to

finance intrapreneurial efforts. One of the most notable successes comes from 3M,

who created the Bootlegging Policy, which is a program that allows employees to

spend 15% of their time at work doing creative projects. In 1987, Art Fry took

advantage of this program to create the ultra profitable Post-it Notes product.
http://content.dell.com/us/en/corp/d/secure/2012-06-07-dell-innovation-startup-financinghttp://content.dell.com/us/en/corp/d/secure/2012-06-07-dell-innovation-startup-financinghttp://www.inc.com/news/articles/201111/american-express-announces-%24100-million-venture-fund.htmlhttp://www.inc.com/news/articles/201111/american-express-announces-%24100-million-venture-fund.htmlhttp://www.inc.com/news/articles/201111/american-express-announces-%24100-million-venture-fund.htmlhttp://www.businessinsider.com/unified-advance-publications-funding-2012-6http://www.businessinsider.com/unified-advance-publications-funding-2012-6http://www.businessinsider.com/unified-advance-publications-funding-2012-6http://www.googleventures.com/team/stacy-brown-philpothttp://www.googleventures.com/team/stacy-brown-philpothttp://www.googleventures.com/team/stacy-brown-philpothttp://eir.dell.com/meet-iv-dells-eir/http://eir.dell.com/meet-iv-dells-eir/http://www.smartbusinesscapital.com/lean-startups/http://www.smartbusinesscapital.com/lean-startups/http://www.smartbusinesscapital.com/lean-startups/http://www.3m.com.hk/intl/hk/english/in_hongkong/postit/pastpresent/history_cu.htmlhttp://www.3m.com.hk/intl/hk/english/in_hongkong/postit/pastpresent/history_cu.htmlhttp://www.3m.com.hk/intl/hk/english/in_hongkong/postit/pastpresent/history_cu.htmlhttp://www.3m.com.hk/intl/hk/english/in_hongkong/postit/pastpresent/history_cu.htmlhttp://www.smartbusinesscapital.com/lean-startups/http://eir.dell.com/meet-iv-dells-eir/http://www.googleventures.com/team/stacy-brown-philpothttp://www.businessinsider.com/unified-advance-publications-funding-2012-6http://www.inc.com/news/articles/201111/american-express-announces-%24100-million-venture-fund.htmlhttp://content.dell.com/us/en/corp/d/secure/2012-06-07-dell-innovation-startup-financing


9/18

Google also has a legendary program that allows all employees to spend 20% of

their work time on projects that benefit Google customers. These 20% projects

have resulted in a number of very successful new products including Gmail, Google

News and AdSense. Gmail, for instance, has425 million users.By 2009, half of allGoogles products originated from the 20% program.

Facebook, on the other hand, has a more non-traditional intrapreneurship program

called Hackathons, which promote product innovation through their engineering

teams. A Hackathon is an event where programmers collaborate intensively on

software-related projects. They have had over 30 hackathons to date and during

one of them, they conceived Facebooks legendary Like button, which is a major

part of the Facebook brand and ecosystem. Then theres Microsofts initiative calledMicrosoft Garage, which is a company-wide program that encourages innovation.

Employees gather in a real garage during after- hours and build things that they

dream up and as a result,99.9% of the projectseither ship as part of a Microsoft

project or remain internal.

Finally, PwCs PowerPitch program that I previously mentioned was an

entrepreneurship contest that engaged 60% of their entire global organization of

30,000 employees. They had expected 100 ideas to come in, but received over 779in the first round. In speaking to Mitra, she told me that their new offerings have

helped them get new clients and support existing ones. Their biggest result was that

the outcome helped them think differently about how to come up with new services.

As more companies invest in their own talent pool, and externally, they will be able to

innovate and break into new markets faster than ever before.

5 Reasons Why Intrapreneurship is ImportantBY: SUSAN FOLEY - NOVEMBER 8TH, 2013 ADD COMMENT

Intrapreneurship is entrepreneurship in the corporate world.

There are lots of reasons why Intrapreneurship is important. Here are 5 reasons

why.

1. Growth:During the economic downturn most companies stoppedINVESTING

in the future. Now they are sitting on piles of cash. They know they need to grow,

they just arent sure how. Intrapreneurship answers the question of HOW!
http://www.androidauthority.com/google-gmail-active-users-number-98621/http://www.androidauthority.com/google-gmail-active-users-number-98621/http://www.androidauthority.com/google-gmail-active-users-number-98621/http://en.wikipedia.org/wiki/Hackathonhttp://en.wikipedia.org/wiki/Hackathonhttp://en.wikipedia.org/wiki/Hackathonhttp://blogs.technet.com/b/next/archive/2011/09/09/microsoft-garage-download-mouse-without-borders.aspxhttp://blogs.technet.com/b/next/archive/2011/09/09/microsoft-garage-download-mouse-without-borders.aspxhttp://blogs.technet.com/b/next/archive/2011/09/09/microsoft-garage-download-mouse-without-borders.aspxhttp://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/#respondhttp://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/#respondhttp://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/#respondhttp://blogs.technet.com/b/next/archive/2011/09/09/microsoft-garage-download-mouse-without-borders.aspxhttp://en.wikipedia.org/wiki/Hackathonhttp://www.androidauthority.com/google-gmail-active-users-number-98621/


10/18


11/18

Intrapreneurship helps employees stretch and grow while keeping them engaged.

Intrapreneurship has become a critical imperative for all organizations and a survival

strategy for others. Organizations that have embraced Intrapreneurship have

achieved higherFINANCIAL returns, increased productivity, more innovation and

higher levels of employee engagement.Isnt it time you took a closer look at Intrapreneurship and what it can mean for your

organization.

A New Model for Innovation in BigCompanies Beth Altringer

NOVEMBER 19, 2013

SAVE

SHARE

COMMENT

TEXT SIZE

PRINT
http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/https://hbr.org/search?term=beth+altringerhttps://hbr.org/search?term=beth+altringerhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/#comment-sectionhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/#comment-sectionhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/#comment-sectionhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/#comment-sectionhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/#comment-sectionhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/#comment-sectionhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/search?term=beth+altringerhttp://corporate-entrepreneurs.com/blog1/2013/11/08/5-reasons-why-intrapreneurship-is-important/


12/18
https://ox-d.hbr.org/w/1.0/rc?ts=1fHU9MXxwaWQ9NTM3MDYzNzg3fHJpZD1hNTBiMDFkZC00ZDBiLTQ4M2UtOGY2Mi1mOWYzZTA0YWMyM2R8cnQ9MTQxODE0NzI0M3xhdWlkPTUzNzExODE4M3xhdW09RE1JRC5XRUJ8c3NpZD01MzcwNjM4MTl8c2lkPTU2NzB8cHViPTg3ODR8cGM9VVNEfHJhaWQ9ZmUzZDg1MDUtYjhmNy00YmEwLTk5ZTEtNzgyY2E2ZTY3ZWVjfGFpZD01Mzc1MTcyNTJ8dD0xfGFzPTYwMHgxMjAwfGxpZD01MzczMzYwMDV8b2lkPTUzNzE5MDAzOHxwPTI1MDAwfHByPTI1MDAwfGFkdj05Mzg5fGFjPVVTRHxwbT1QUklDSU5HLkNQTXxibT1CVVlJTkcuTk9OR1VBUkFOVEVFRHx1cj1MeFJ5R1lGVG1M


13/18

Loading...

It seems were all racing to get more entrepreneurial. Increasing creativity and innovation is notonly on the priority list for start-ups; its also a strategic goal for CEOs of small, medium, andlarge-sized companies. Despite this growing obsession, however, big companies are still not verygood at it. How many times have you had a strategy meeting that gathered a smart, enthusiasticteam to generate interesting ideas and debate their merits, yet after the meeting nothingmuch happened?

Studies show that efforts to stimulate intrapreneurshipentrepreneurship within an establishedcompanymore often than not fall flat. According to my current research at Harvard oninnovation models in global companies across diverse sectors, these types of projects failbetween 70% and 90% of the time.This should be a deeply troubling, motivating statistic. Andits one that stems from a very human problem in most big organizations.

There are lots of things thatcan be done in large organizations but simply arent becausenobody has the time or resources. Call it a grim view, but this quote from my researchsummarizes a pattern I see frequently. This participantthe CEO of the India and South Asiadivision of a global firmcontinues: To actually get something going in a large organization,you need the ideas and you need the people who believe in them, but the people who are actuallycapable of these things are the good ones, and they are already stretched by their work in thecorporate environment. It [becomes] impossible for them to pull it off.

As companies grapple with long odds on innovation like these, they are also looking for ways toimprove the likelihood of their intrapreneurial success. Internal innovation presents a number ofchallenges, including but not limited to the inherent risk of promoting new ideas; complacencyand attachment to the status quo; and the actual amount of capable people with the time toeffectively build new ideas into workable products.

Traditionally, companies have found ways to navigate these challenges internally, in research anddevelopment (R&D) divisions like the famed XeroxPARC,founded in 1970, or throughprograms that encourage employees to dedicate a small percentage of their time to side projects,as3M began doing in 1948.Many companies, including Google, follow similar models today.

Since the 1990s, however, moreand more large companies have been outsourcingtheirintrapreneurial efforts. Theypay upwards of $300K to $1 million to consultancy firmsthat

conductMARKET analyses and in-depth need-finding, identify new opportunities, generatepromising ideas, and, often, develop ideas into working prototypes. The client company thenrefines these concepts and prototypes and takes them to market. Innovation consultancies tendto have a preferred methodology for working with their clients, such as human centered design(also called design thinking, popularized by IDEO, Continuum, Frog Design and others), LeanStart-up, or analytical models used by large management consulting firms. Results from thesebusiness-to-business collaborations have at times been phenomenally successful, as was the case

with theBank of America Keep the Change program(IDEO) and theSwiffer(ContinuumInnovation).

Undoubtedly, not all inventions from these collaborations achieve equivalent fame, or we likely

would have heard about them. It is difficult to say whether the success rate of clients workingwith innovation consultancies is radically above the 10-30% success rates for intrapraneurship
http://www.forbes.com/sites/chunkamui/2012/08/01/the-lesson-that-market-leaders-are-failing-to-learn-from-xerox-parc/http://www.forbes.com/sites/chunkamui/2012/08/01/the-lesson-that-market-leaders-are-failing-to-learn-from-xerox-parc/http://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamohttp://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamohttp://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamohttp://online.wsj.com/news/articles/SB10001424052702304791704577418250902309914http://online.wsj.com/news/articles/SB10001424052702304791704577418250902309914http://online.wsj.com/news/articles/SB10001424052702304791704577418250902309914https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://www.ideo.com/work/keep-the-change-account-service-for-bofa/http://www.ideo.com/work/keep-the-change-account-service-for-bofa/http://www.ideo.com/work/keep-the-change-account-service-for-bofa/http://continuuminnovation.com/work/swiffer/http://continuuminnovation.com/work/swiffer/http://continuuminnovation.com/work/swiffer/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://continuuminnovation.com/work/swiffer/http://www.ideo.com/work/keep-the-change-account-service-for-bofa/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://online.wsj.com/news/articles/SB10001424052702304791704577418250902309914http://www.fastcodesign.com/1663137/how-3m-gave-everyone-days-off-and-created-an-innovation-dynamohttp://www.forbes.com/sites/chunkamui/2012/08/01/the-lesson-that-market-leaders-are-failing-to-learn-from-xerox-parc/


14/18

projects, but there is some indication in my research that design firms indeed provide their largecompany clients with ideas promising enough to improve on these odds. In addition, anoften-underappreciated factor influencing how successful the design team to client handoff will go is

whether the client is set up organizationally to deliver the product. And this brings us back to thequestion of whether the people required to do this internally have the time and resources to pull

it off.

All of this can make clients, who are paying high fees for innovation consulting, nervous. And itseems to be opening the door for new options that emphasize a deeply pragmatic approach toinnovation, including mixing entrepreneurs and corporations.

A Different Approach

Remo Masala, ChiefMARKETING Officer atKuoni,is one of the executives taking hiscompany in a new direction. Masala has been at Kuoni, a leading travel services company, since2007, and is known for frequently shaking things up. He even sees this as a fundamental part of

his job: You need to understand as a company, to be different means also to start to actdifferently.

So nobody was shocked when, for a recent strategy project, Masala passed over many well-known consultancies that he viewed as having already made a science out of their way ofthinking of restructuring. He was looking foran outside team to help Kuoni approach thisquestion, but there were a few ground rules. He wanted them to be open to multiple methods.He was especially sensitive to the human side of how this would get approved and implementedinternally. Masala also wanted everything to happen quicklyfor the teams to work within verytight time and budget constraints, produce fast results, quantitatively analyze them, and to helpKuoni make the decisions required to take the ideas forward.

Thats when Masalamet Hamish Forsyth, Co-Founder ofOneLeap,a UK-based innovationconsultancy with a rather unusual background. OneLeap began a platform enabling aspiringentrepreneurs from around the world to contact high profileINVESTORS ,corporate leaders,and partners to help grow their start-ups. As they built up a unique network of thousands ofentrepreneurs across 35 countries, they started to see that there was a lot of demand in reverse

companies kept asking them for advice on how to become more entrepreneurial instead ofwanting to simply connect with entrepreneurs. This led the organization to start experimentingwith ways that companies could learn directly from their network of entrepreneurs.

Instead of bringing teams of multi-disciplinary designers into large companies as other

consultancies have been doing, OneLeap began bringing in teams of diversely skilledentrepreneurs. On the surface, this may sound similar to other innovation consultancies. Butbeyond the surface, there are several core differences.
https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://www.kuoni.com/http://www.kuoni.com/http://www.kuoni.com/http://oneleap.to/http://oneleap.to/http://oneleap.to/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://oneleap.to/http://www.kuoni.com/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/


15/18
https://ox-d.hbr.org/w/1.0/rc?ts=1fHU9MXxwaWQ9NTM3MDYzNzg3fHJpZD01NTdhZWQ5MC00MDgzLTRjZWUtYmZhMy1hYWU2OTViNDMyY2V8cnQ9MTQxODE0NzI0M3xhdWlkPTUzNzExODE4NXxhdW09RE1JRC5XRUJ8c3NpZD01MzcwNjM4MTl8c2lkPTU2NzB8cHViPTg3ODR8cGM9VVNEfHJhaWQ9ZmUzZDg1MDUtYjhmNy00YmEwLTk5ZTEtNzgyY2E2ZTY3ZWVjfGFpZD01Mzc1MTc0MjJ8dD0xfGFzPTYwMHgxMjAwfGxpZD01MzczMzYwNjd8b2lkPTUzNzE5NDUxOXxwPTI1MDAwfHByPTI1MDAwfGFkdj0yMjg4MnxhYz1VU0R8cG09UFJJQ0lORy5DUE18Ym09QlVZSU5HLk5PTkdVQVJBTlRFRUR8dXI9SExRWVBRcFlycQ


16/18

OneLeaps entrepreneurs remind big companies of their riches, and to take nothing forgranted. Large companies often think theyre strapped for resources, but entrepreneurs cantbelieve how many resources they have. For example,Dorjee Sun,one of the entrepreneurs

brought in to Kuoni, has been starting companies since he was 19. This Singapore-basedentrepreneur has had multiple exits in tech and education, and was recognized in 2009 by Timeasa Hero of the environment for his work in the Carbon Conservation business. While workingon the project, Sun kept emphasizing possibilities: If I had 2 million people coming through my500 stores, and I had this many thousand people working for me, and I had a 160 year history, ofcourse I would do that. If Instagram and AirBnB andKAYAK and Hipmunk can start withzero, just think what they would have done if they had had your distribution pipe!Entrepreneurs, says Sun, can help remind companies to value what they might take for grantedby asking, Why dont you do this? How can you not [do this]?!

Entrepreneurs help large companies to combine relentless focus, expansive search and a

bootstrapping mentality. In a start-up, if entrepreneurs dont focus relentlessly on the core oftheir idea, the results can be devastating. Related to this radically resourceful

view, research shows that, compared to more established, well-resourced companies,entrepreneurs and companies with entrepreneurial management practices are innovative inpart becauseof their resource constraints. Constraints encourage them to focus on their existingadvantages and remain experimental. Instead ofINVESTING primarily in maintaining thefamiliar, as those with excess resources tend to do, they invest heavily in active search for unmetneeds, creative ways to recombine knowledge or resources, and new opportunities to apply theircompetitive advantages.

OneLeap thus starts the process of working with large firms with a systematic analysis of the

companys advantages conducted by a group of diversely skilled entrepreneurs. This can providea useful contrast to blue sky innovation sessions, where no ideas are bad ideas and many ideasare so outside of a companys core competencies that they arent remotely actionable.

Entrepreneurs can help big companies try on a bootstrapping mentality, where there is no timeor budget to lose focus. This may seem counterintuitive in a larger organization. After all, bigcompanies have the luxury of experimenting broadly, right? While that may be true in termsofFINANCIAL luxury, this perception can also be misleading. It can take the perceivedpressure off, while underestimating the fact that it takes dedicated time and human resources tobuild a promising idea into a viable product, and those resources are often already accounted foron other projects.

Tailored short-term teams with radically diverse yet relevant skills help identifyopportunity areas quickly.OneLeap does not employ entrepreneurs; they employ facilitators,and are essentially a network of, and platform for, entrepreneurs to engage with large companies.

This means their entrepreneurial teams are not coming from the same consultancy. Rather, theyare one-time teams of proven entrepreneurs, hand-picked from an active network of thousandsof them, and brought together on a case-by-case basis for each client project. This means theclient can specify the skills they need, and OneLeap can compose a group that has them.

Once this team is confirmed, OneLeap works with their client to set up a semi-autonomous unitof entrepreneurs inside the large company for about six weeks. OneLeap structures and manages

the engagement between the entrepreneurs and client internal management according to researchon key differences between start-up and established company approaches to innovation.
http://www.qi-global.com/dorjee-sunhttp://www.qi-global.com/dorjee-sunhttp://www.qi-global.com/dorjee-sunhttps://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/http://www.qi-global.com/dorjee-sun


17/18


18/18

serious about allocating resourcespeople, time andFUNDING so that ideas developedin the workshop have a fighting chance to succeed.

Although companies seldom address it head on, between idea and implementation often lurksthe I will if you will attitude that avoids a real discussion of time and resourceINVESTMENT

into the innovation pipeline and breeds diffusion of responsibility and complacency. Thistricky mentality is enough to suck the air out of even the most promising ideas. OneLeap andKuoni present a provocative case for a new form of organizational collaboration that usesentrepreneurs to stimulate and sustain innovation in large companies.

Instead of the typical meeting to generate and debate ideas that then languish thereafter due tolack of sufficientINVESTMENT and time and resources, your next innovation project couldhave one key difference: a forceful group of successful entrepreneurs from selected fieldsparticipating in the sessions. Theyre not only contributing ideas and mocking them up, but also

importantlythey are asking tough questions that just might help big companies kill thedreaded I will if you will dynamics that can stymie the development of promising ideas.
https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/

risk taking ability

Documents