Intrapreneurship Essay Example | Topics and Well Written Essays - 2000 words

Intrapreneurship - Essay Example What does it mean, to intrapreneur with power In essence it means to use power effectively in the intrapreneuring process. I will attempt to clarify the meaning of intrapreneuring with power by explaining the overall process in five step (Brandt, 1988). 4. What are your sources of power and influence What sources of power can you develop to gain more control over the situation With your sources of power, which strategies and tactics for using power seem most appropriate The first step is to clarify your vision and objectives. This clarification step serves two purposes: First, it provides a basis for identifying who, inside and outside the firm, will be affected if the venture accomplishes its stated objectives. These people will almost certainly want either to support the venture or to obstruct its progress. Second, it enables the venture manager to identify what kind of help is needed for the venture to succeed. The second step involves systematically identifying all the people, groups, or organizations on whom the venture's outcome depends. These parties include: the major internal units that would be affected by the venture's success (for example, departments competing for the resources needed by the venture); the venture's prospective customers, distributors, and suppliers and their competitors; such groups as shareholders, employees, and unions (These groups should be retained only if they are relevant to the outcome.) In the third step, we must figure out what point of view these various individuals and subunits have on issues of concern to us. As a starting point we should identify the venture's opponents and allies. The opponents are those groups that will be, or we think will be, adversely affected if the venture succeeds. The analysis should turn up two or three key internal parties who are likely to obstruct the venture's progress. It should also identify two or three key external parties that have a vested interest in the venture's failure. We pinpoint their strengths and weaknesses. Also, the venture manager should identify key allies inside and outside the firm. All parties that would benefit from the venture's success should be identified. Even if they have not yet become allies, they are potential allies. The allies are the players whose support is most critically needed to promote the venture's progress. Particular attention should be paid to those who can help the venture meet its immediate objectives. With limited resources, the venture manager must rely on the resources of allies whenever they are available. In the fourth step we understand that intrapreneuring with power means