I am preparing some work on Corporate Entrepreneurship, i.e when large organizations in various (of four) ways set out to learn, imitate, shape, organize or act in an entrepreneurial manner to achieve better business results.

As I am studying the basics of how to direct your organization towards those higher goals, form passion around it and deliver so to the point that nothing but excellence matters, then I remind myself of these words by Chris Zork in an article published in Harvard Business Review (July 2016):

“The founder’s mentality is a hard strategic asset that should be managed and discussed and fully valued as central to success.

If left untended, the founder’s mentality will erode over time—just like any valuable asset.

The founder’s mentality is critical to how companies stay young, energetic, fast-moving, open-minded, adaptable and, thus, attractive to the best talent.

The founder’s mentality can be used as a measure of how well or poorly a business is aging, and, at worst, becoming bureaucratic and vulnerable to the next wave of founder-led insurgent companies.”

..and I think of all the organizations I have worked with. Either those that never had a true founding parent or those that have lost theirs. How I meet person after person that have no passion at all for their firm.

Most importantly maybe, is how these firms have set new vision statements that seem more like medium term business goals, rather than that stretched idea we are willing to give everything to achieve. And these companies believe that they can compete over time with entrepreneurial organizations that are empowered by passion? I think not!

And these companies believe that they can compete over time with entrepreneurial organizations that are empowered by passion? I think not!


It is not the Big that will eat the Small. It is the fast that will beat the slow!*

The Corporate Entrepreneurship workshops are crammed-packed, the interest for this subject has definitely been super hot. Why is that?

Do we now see how entrepreneurship can reinvigorate and spike certain behavior and be a source of long-lacked energy? Which characteristics does the entrepreneur carry that we need to “successfully” innovate our businesses, processes, products and lives?

What frightens us when we think of the intra organizational entrepreneur, or the intrapreneur as she can also be called? What do we need in terms of structure and processes to support these people?

Is it necessary “people”? Or can it be ways of organizing our teams?

As you eagerly study the multitude of apps, mails, tweets and news on your phone on your way to Innovation In Action; Give it a thought.Dariush-quote-09 (diversity) liggande

In which ways do I function as an entrepreneur? How could this behavior benefit my organisation, whether small or big?

Have we reached lines end to acquisitions of small tech? Will we see a continued journey of entrepreneurs choosing to take their technologies to large scale success, finding them more hand-over ready as the grow slow? Will entrepreneurs choose to take the escape route and refine yet another business idea of their own, rather than incorporating their freedom to operate?

If you would like, drop me a quick note on any thoughts you have, based on these thoughts.


*Originally the Rupert Murdoch quote is claimed to read “Big will not beat small anymore. It will be the fast beating the slow”