The Corporate Entrepreneurial Leader

The Corporate Entrepreneurial Leader

“Corporate Entrepreneurs do new things or do things that are already being done in a more efficient and mutually beneficial way. Managers and executives oversee the status quo, corporate entrepreneurs produce ideas and maintain a commitment to pursuing new opportunities, creating new units or businesses, innovativeness in products, services and process improvement, strategic self-renewal, constructive risk-taking and pro-activeness for the betterment of everyone”

Marc Gilenson

check out the podcast: Corporate Entrepreneurship & Mutual Benefit Culture | The Corporate Entrepreneur

Corporate Entrepreneurial leadership is one of enterprising, transformational, caring leaders that works as well with established as well as transforming business structures.    We have found that entrepreneurial leaders develop and sustain the elements of organizational culture while finding improvements and innovations.  These include adaptation, how people deal with external forces, the need to change, goal achievement, the mutual benefit nature of organizational goals. Corporate Entrepreneurs define and establish the level of importance, interconnectedness, mutual benefit, mightiness, wakefulness, shared values and beliefs, gathering…storing…accessing corporate and practical wisdom, and the means to guide others into actions. 

It’s about balance

The corporate entrepreneurial leader strikes a balance between structure and chaos, chaos on the one hand, the ability to combine the past with the future.  They are mindful of the organizations current structure, while uncovering innovations that take the thinking to the edge of chaos to create something wonderful…to create a new future. 

Unlearn many of the management practices of the past

A future built on the S.M.A.R.T. platform wrapped in a mutual benefit culture.  A culture built on learning, sharing, collaborating, and succeeding.  To do this, it is necessary to “unlearn” many of the management practices that are no longer useful and eliminate the “double-loop” learning of the past.  It is time to become wakeful to the difference between a leader’s perceptions and the reality that they themselves are creating.  We see this when leaders think of the people that they work with or for them are less competent than they are.  This leads to development of motivation and reward systems that reinforce the less competent behavior.

What is an Entrepreneurial Quotient assessment? Click here for a 4 minute video and you will find out.

Generate knowledge

Companies with a corporate entrepreneurial leaders requires, knowledge generation, understanding of resources, capabilities, core competencies, and strategic experimentation that enables the whole organization to become mindful of opportunities while creating momentum and a mindset that cultivates innovation and a mutual benefit culture.  However, it is not enough for just the senior management and middle management to buy into the culture.  Corporate entrepreneurship must be relatable to each person, so they can transform into an innovative and entrepreneurial individual if given the opportunity and support to develop his or her abilities.

Corporations have many entrepreneurial leaders working internally

Employees are often constrained by lack of resources, senior management

support, bureaucratic rules and regulations, non-motivating incentive system, a culture that berates failure, Fingerpointerosus, sub-optimized P&L’s, competitive obsession, and more.  By implementing the S.M.A.R.T. platform all employees will have the ability to take advantage of opportunities and resources that allow them to be entrepreneurial and innovative.

While much research provides help for small business owners of entrepreneurial companies generally considered to be new, small, and/or bringing new products or services to market, we refuse to limit entrepreneurial leadership to these companies.

Entrepreneurial leadership is a distinctive style of leadership that can be present in an organization of any size, type, or age. It is not specific to any one type of organization, industry, or culture, for-profit or not-for-profit organizations, and formal or informal groups.  Corporate Entrepreneurial leadership is not only relevant, but a requirement for larger companies looking to reinvent themselves, streamline processes, enter new markets, or increase work-life balance through entrepreneurial initiatives in a changing marketplace. 

These leaders are at all levels of the org chart

Corporate Entrepreneurial leadership at all levels is especially important for larger organizations.  These leaders stimulate the entrepreneurial spirit, leverage entrepreneurial intuition, inspire dreaming and investigating new ideas… in other words, they create the Entrepreneurial Way in a corporation. that enhance the natural advantage of economies of scale with the economies of corporate entrepreneurship.

At the intersection of management & leadership

Management is the focusing of energy on coordination and planning, while leadership has focused on vision and direction, Corporate Entrepreneurial leaders understands the importance of both.  They have vision, are opportunity-focused, value planning, excel at motivating others, achievement focused for both the individual and the group, inspire creativity from all levels of employees, are flexible, patient, persistent, risk-takers, have a high tolerance for ambiguity, are tenacious, are self-confident without being cocky, and proactive. 

Corporate Entrepreneurial leadership exists at the intersection of entrepreneurship and leadership where clear goals are set, opportunities are created, mightiness is brought out in people, interconnectedness preserves organizational intimacy, the human resource system is built on a mutual benefit culture, and the S.M.A.R.T. platform is integrated with the 3 creative attributes. 

What it takes

To inject entrepreneurship into organizations, corporate entrepreneurial leaders must have a sustainable commitment and allocation of necessary resources to individual employees and teams that are undertaking innovative activities. 

These leaders are responsible for putting into place organizational architectures where the workplace reinforces a mutual benefit culture that encourage corporate entrepreneurial behavior, both individually and collectively.  They must make sure it is interwoven within the organizations vision, strategies, objectives, structures, and operations with an intensity that will ensure it will have a positive influence on the company and its bottom line. 

Even so, corporations know the importance of innovation and change, yet they still have a tough time committing to a corporate entrepreneurial culture. 

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