Intrapreneurs are a rare breed of people, who are motivated by opportunities to lead corporate growth. In doing so, they typically take inordinate career risks because they are driven by “doing the right thing to create value” but such value is generated over a time frame which is mostly outside their control. They are different from entrepreneurs because they are not doing it for their own companies.
Their personal benefits, if business becomes successful, are typically quite limited. On the flip side, intrapreneurs enjoy access to better resources and, unlike entrepreneurs, they are not encumbered by cash-flow issues. Larger organizations that employ intrapreneurs typically have deeper pockets than most entrepreneurs do.
To be successful, intrapreneurs need to change the company culture, do things differently, do it efficiently, shake the boat, and gain internal support to get things done. That is a tall order even in change-friendly organizations. The way intrapreneurs operate typically do not resemble the way daily operations work. This difference is necessary to achieve new and innovative results but it is also at odds with the typical results-driven, bottom-line focused organizations.
Abbie Griffin, Raymond L. Price and Bruce A. Vojak call such people “Serial Innovators” in their book with the same title (you can find a review of the book at http://sloanreview.mit.edu/the-magazine/2012-summer/53419/what-it-takes-to-be-a-serial-innovator). In spite of the enormous value intrapreneurs bring to their organizations, the authors report that a number of the serial innovators they interviewed thought that if they were just starting out today, their companies would not hire them. Fortunately, there are a good number of intrapreneurs who are not discouraged by this observation and continue to be motivated to bring in new and exciting businesses to life.
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