By Gifford Pinchot, Ron Pellman
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Extra info for Intrapreneuring in action: a handbook for business innovation
Instead, build channels that assist would-be intrapreneurs who want to work on implementing their ideas, as opposed to idea people who just want to turn them over to others for execution. In every organization we have studied, there are plenty of people with good ideas who are trapped beneath layers of hierarchy. If you ask for innovation and don't get much response, you have not created sufficient channels through which new ideas can surface. Good channels are safe for intrapreneurs to use, help unknown intrapreneurs get around the initial resistance of their bosses, and ensure broad distribution.
Getting the personal commitment of a professional from each of these three functions is a tougher test than most management reviews. Furthermore, the existence of the self-forming team points to the presence of an intrapreneurial leader who has recruited the others without a lot of support from above. This kind of team has more resilience than one appointed by remote leaders. In the 3M project system, this core team ideally stays together until the project has grown into a full division. Thus, very early in its history, 3M developed a system for betting on a team rather than just management's evaluation of an idea.
This more decentralized solution is appropriate when the intrapreneurs to be empowered are in many different locations. There may be significant advantages to each kind, but we have seen great success with both. DuPont and 3M had excellent results with the committee type. Texas Instruments divided up the money and distributed it throughout the organization so that it was easy to access. Again, the results were impressive. The Innovation Fair An innovation fair is a very cost-effective way to sort through a large number of ideas and intrapreneurs.