Assumptions for Enterpreneurship is often defined by non-enterpreneurs

Many people start talking about entreprenuership without any own experiences. That's interstesting. How do they get these ideas about enterpreneurship and how do they become so sure about what makes an enterpreneur so succesfully?  It seems so that the more you talk about it the more you have a good reason not to start at all. Many myths are created around the topic of enterpreneurship. 

Daniel Isenberg illustrates through stories of real business builders the new rules of starting and growing a business.In his new book

Worthless, Impossible, and Stupid: How Contrarian Entrepreneurs Create and Capture Extraordinary Value

he describes many of these muths. 

Watch the video explaning three of the myths. 

Key message here is: start building your own myth of success!

Entrepreneurship in Corporate Organizations

Entrepreneurship means acting in a special modus: experimental, connected to the outside, being authentic and looking for mastery. How does this fit into the typical corporate culture of global organization?

The drive for Innovations in often described in strong marketing language in order to invite employees to come with new business opportunities. But what will happen if you really want to go for this new opportunities? Experimental is oke as long as it fits into our company compliances rules. Connected to the outside world is good but as long as we can protect our knowledge and ideas. Being authentic is fantastic as long as it fits in with our personal development plan template. Mastery is important but needs to be profitable on short notice. As we experience so often, there is a huge gap between the (marketing) company values and the daily practice of balancing between freedom to take risks (entrepreneurship) and the security of our environment (hold on to your job and material benefits).

In the great story of Eric Ries's Lean Start-up we can learn how to practice entrepreneurial skills in a hostile corporate environment.

Innovation leadership study. Managing innovation: an insider perspective

Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, in partnership with IESE Business School, the top ranked business school of the University of Navarra, today announced the findings of its annual global Innovation Leadership Study, examining innovation management strategies at organizations around the world. The study reveals that innovation leadership is becoming increasingly important, with 43 percent of respondents stating they have a formally accountable innovation executive in place, responsible for driving innovation, compared to just 33 percent last year. This rise of the ‘chief innovation officer’ suggests driving innovation is becoming a key priority for companies everywhere. However, despite this, the majority of companies (58 percent) still do not have an explicit innovation strategy in place, with most companies considered ‘innovation laggards’ (38 percent) and just 7 percent classed as ‘innovation leaders’.


The study, which surveyed over 260 innovation executives globally, suggests that while innovation is an emerging functional area within organizations, limited organizational strategies for driving innovation are impairing growth. Only 30 percent of respondents agree they have an effective organizational structure in place for driving innovation and less than a quarter (24 percent) believe innovation efforts within their companies are effectively aligned. This is mainly due to not having a formal organizational structure for innovation (45 percent) or a well-defined governance structure (45 percent) in place, or a lack of clear roles and responsibilities for innovation (40 percent). 39 percent of respondents also referenced the lack of an effective decision making process for innovation, largely due to not having a well defined process in place to prioritize and allocate time and funding to innovation projects

Download Report: Innovation Leadership Study
 
See reaction son Wall Street Journal and Forbes Magazine

What makes a company an Innovation Winner?

As the knowledge partner of the World Innovation Forum, Capgemini Consulting has recently completed its global innovation survey on the current state of innovation. The study offers a unique perspective by looking at the differences in behavior of 375 innovation leaders vis-à-vis laggards across five key areas (Innovation Strategic Outlook, Innovation Capabilities, Innovation Technology, Innovation Function, Innoation Spending Outlook) in order to identify what drives the success of companies that view themselves as successful innovators.


In summary, the study reveals that:

- Given the strategic priority companies allocate to innovation and their corresponding spending plans, the maturity of their formal innovation governance structure lags behind considerably. To overcome many of the innovation bottlenecks encountered, it is time to establish an innovation function that is able to deal with this kind of innovation governance and decision-making.

- Furthermore, there is an enormous unlocked potential for innovation in the involvement of external parties in the innovation process. Innovation leaders may have out-paced their peers by simply being better at involving external parties, leveraging a much broader innovation network and increasing innovation potential.

- Also, the study shows that more value, in terms of impact on business results, is to be expected from business model innovation, than from any other form of innovation. Targeting new business opportunities in emerging markets is much more likely to be successful when approached outside of the traditional competitive landscape.

Global innovation survey

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