پاورپوینت کامل Coporate Enterpreneurship 39 اسلاید در PowerPoint

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پاورپوینت کامل Coporate Enterpreneurship 39 اسلاید در PowerPoint

اسلاید ۴: Assessing Support for InnovationDoes the firm encourage entrepreneurial thinkingDoes the firm provide ways for innovators to stay with their ideasAre people permitted to do the job in their own way, or are they constantly stopping to explain their actions and ask for permissionHas the firm evolved quick and informal ways to access the resources to try new ideas Has the firm developed ways to manage many small and experimental innovations

اسلاید ۵: Assessing Support for Innovation (cont’d)Is the system set up to encourage risk taking and to tolerate mistakesAre people in your company more concerned with new ideas or with defending their turfHow easy is it to form functionally complete, autonomous teams in the firm’s corporate environment

اسلاید ۶: Rules for an Innovative EnvironmentSource: “Corporate Venturing Obstacles: Sources and Solutions,” by Hollister B. Sykes and Zenas Block, Journal of Business Venturing (winter 1989): 161. Copyright © ۱۹۸۹ by Elsevier Science Publishing Co., Inc.Encourage action.Use informal meetings whenever possible.Tolerate failure and use it as a learning experience.Persist in getting an idea to market.Reward innovation for innovation’s sake.Plan the physical layout of the enterprise to encourage informal communication.Expect clever bootlegging of ideas—secretly working on new ideas on company time as well as personal time.Put people on small teams for future-oriented projects.Encourage personnel to circumvent rigid procedures and bureaucratic red tape.Reward and promote innovative personnel.

اسلاید ۷: Encouraging an Intrapreneurial EnvironmentSteps to help restructure corporate thinking and encourage an intrapreneurial environment:Early identification of potential intrapreneursTop management sponsorship of intrapreneurial projectsCreation of both diversity and order in strategic activitiesPromotion of intrapreneurship through experimentationDevelopment of collaboration between intrapreneurial participants and the organization at large

اسلاید ۸: Benefits of an Entrepreneurial PhilosophyLeads to the development of new products and services and helps the organization expand and grow. Creates a work force that can help the enterprise maintain its competitive posture.Promotes a climate conducive to high achievers and helps the enterprise motivate and keep its best people.

اسلاید ۹: The Corporate Entrepreneurship ProcessCorporate EntrepreneurshipCorporate VenturingInnovationStrategic Renewal

اسلاید ۱۰: The Nature of Corporate EntrepreneurshipDefining The ConceptCorporate EntrepreneurshipActivities that receive organizational sanction and resource commitments for the purpose of innovative results.A process whereby an individual or a group of individuals, in association with an existing organization, creates a new organization or instigates renewal or innovation within the organization.A process that can facilitate firms’ efforts to innovate constantly and cope effectively with the competitive realities that companies encounter when competing in international markets.

اسلاید ۱۱: Defining Corporate Entrepreneurship Source: Michael H. Morris, Donald F. Kuratko, and Jeffrey G. Covin, Corporate Entrepreneurship & Innovation (Mason, OH, Thomson), 2008, p. 81.

اسلاید ۱۲: The Need for Corporate EntrepreneuringRapid growth in the number of new and sophisticated competitorsSense of distrust in the traditional methods of corporate managementAn exodus of some of the best and brightest people from corporations to become small business entrepreneursInternational competitionDownsizing of major corporationsAn overall desire to improve efficiency and productivity

اسلاید ۱۳: Table3.2Sources of and Solutions to Obstacles in Corporate VenturingTraditional Management PracticesAdverse EffectsRecommended ActionsEnforce standard procedures to avoid mistakesInnovative solutions blocked, funds misspentMake ground rules specific to each situationManage resources for efficiency and ROICompetitive lead lost, low market penetrationFocus effort on critical issues (e.g., market share)Control against planFacts ignored that should replace assumptionsChange plan to reflect new learningPlan for the long termNonviable goals locked in, high failure costsEnvision a goal, then set interim milestones, reassess after eachManage functionallyEntrepreneur failure and/or venture failureSupport entrepreneur with managerial and multidiscipline skillsAvoid moves that risk the base businessMissed opportunitiesTake small steps, build out from strengthsProtect the base business at all costsVenturing dumped when base business is threatenedMake venturing mainstream, take affordable risksJudge new steps from prior experienceWrong decisions about competition and marketsUse learning strategies, test assumptionsCompensate uniformlyLow motivation and inefficient operationsBalance risk