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Leaping the Intrapreneurial Hurdles
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Corporations and executive recruiters are usually quick to screen out job applicants who they suspect are mavericks—no matter how exceptional their credentials. Fitting well with the prospective employer’s corporate culture has long been a guiding principle of hiring; but does it always serve the best interests of organizations and employees? And, should senior executives use the same management approach for every employee? Such doubts arose early in my career and grew stronger as my work at various industryleading organizations increasingly put me in contact with individuals who, like me, were entrepreneurially inclined. I soon discovered that individuals charged with developing new ventures within established organizations actually have widely divergent levels of talent, job satisfaction, and success.
To better understand the factors that determine success or failure of new ventures in large organizations, I designed and implemented a broad crossâindustry study. What we learned from that inquiry is that developing corporate intrapreneurs is increasingly critical to growth, yet companies know very little about how to develop and harness their capabilities.
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