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Intrapreneuring in Action: A Handbook for Business Innovation, by Gifford Pinchot, Ron Pellman
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Based on the authors' experience helping companies launch over 400 new products and businesses, Intrapreneuring in Practice gives managers at all levels examples and instructions on how to identify people within their organizations who behave like entrepreneurs. It also explains how to avoid classic mistakes while creating a climate that encourages intrapreneurship and directs intrapreneurial energy toward company goals.
- Sales Rank: #234023 in Books
- Brand: Brand: Berrett-Koehler Publishers
- Published on: 2000-01-01
- Format: Unabridged
- Original language: English
- Number of items: 1
- Dimensions: 9.08" h x .53" w x 6.10" l, .60 pounds
- Binding: Paperback
- 176 pages
- Used Book in Good Condition
About the Author
Gifford Pinchot and Ron Pellman have been working together for almost 20 years to help hundreds of new products and new businesses reach their potential. They have assisted over half of the Fortune 100 companies become more intrapreneurial.
Gifford Pinchot is a speaker, consultant and author of the bestselling classic Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur (Harper & Row, 1985), which has been published worldwide in fifteen languages, and The Intelligent Organization (Berrett-Koehler, 1994), co-written with his wife Elizabeth Pinchot. He leads the firm Pinchot & Company, which trains intrapreneurial teams to succeed, helps managers to better foster innovation, and designs reward systems that encourage innovation and wise long-term management.
Ron Pellman is an inventor, entrepreneur, consultant and trainer whose career has focused on the management of innovation. He has shepherded over 300 new product, new business development and technology planning projects for leading companies in the U.S. and Europe. Now head of Pellman EnterpriZes, Inc., he worked for eight years as the president of Pinchot & Company, helping both large and small organizations rekindle their intrapreneurial spirit.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Good tips.
By Andre Vitor Sobreiro Sigora
It is mainly made for those who work on big corporations, but, still... a great reading. The concept of giving autonomy to the employees is for sure the best part.
0 of 0 people found the following review helpful.
Good
By Brittany
I needed the book for class. Has very good advice in the book. Short, straight, simple, and to the point.
10 of 12 people found the following review helpful.
Novelty and Neologism
By Jonathan Lehrich
Anyone who claims innovation is easy is kidding himself. Commanding your employees to "be innovative!" is like shouting, "Quick - don't think about elephants!", and then wondering why their eyes glaze and minds go blank. More importantly, proponents frequently suppose that innovation begins and ends with creativity, thereby discounting the vast number of electrifying ideas that die unimplemented. Turning good ideas into corporate breakthroughs requires people committed to rolling up their sleeves and making the ideas work - the people eager to be the internal entrepreneurs.
These "intrapreneurs" are the subject and stars of Intrapreneuring in Action, the sequel, distillation, and augmentation of the classic Intrapreneuring. Recognizing that those who dominate language dominate thought, Gifford Pinchot and Ron Pellman embrace their neologism with quiet fervor, offering a sequence of rules, guidelines, examples, and observations on what it takes for the intrapreneur to clear internal hurdles and "make innovation happen within established organizations". Here the subtitle suits words to action: the volume is a true handbook, linking prescription to prescience when discussing such issues as the crucial role of sponsors, the design of "intraprise" workshops (a particularly strong chapter), and the opportunities to develop innovation within a structured process. The authors are also remarkably adept at offhand insights, ranging from "ask for resources before asking for advice" to "lower your status by lowering your height". If you've ever been intimidated by an overly tall boss who insists on delivering counsel from his personal mountaintop, then you'll recognize the truth in Pinchot and Pellman's advice.
Complementing this sage wisdom is the book's tone of calm conviction, of ardent urging minus artificial urgency. The authors are to be congratulated for eschewing self-promotion; although they inevitably cite their own clients and case studies, they barely mention their own involvement. Similarly, in an extended description of intrapreneuring in the U.S. Forest Service, Pinchot and Pellman list several reasons why the Forest Service's enterprise team experiment succeeded, none of which is "input from inordinately brilliant consultants". Thus when the authors take particularly provocative stands - the best intrapreneurs "come to work each day willing to be fired" - the reader is far more likely to interpret them as wise counsel and give them the credit they're due.
Intrapreneuring in Action cannot be all things to all people. Although the authors believe their principles apply as readily to internal system improvements as to new products, they unconsciously overemphasize the latter in their notions of market research, financial planning, product launch, and the like. The handbook style can verge on the choppy and disconnected, so many readers - as the authors themselves acknowledge - may prefer to skip around and pluck out sections as needed. Nonetheless, Intrapreneuring in Action remains one of the most accessible and invigorating of the innovation books currently fighting for space on Amazon.com's virtual shelves. Aspiring intrapreneurs, not to mention past proprietors of neighborhood lemonade stands, will have plenty of reason to read this book through. Twice.
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