Four Models of Corporate Entrepreneurship Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

As established organizations to create successful new companies on a regular basis? In their study, about 30 corporations as diverse as Google, DuPont, and Cargill, the authors identified two aspects under the direct control of management that consistently differentiate how companies approach corporate business. The first organizational ownership: Will the primary property for the creation of new businesses to be focused in a particular group, or it will spread throughout the organization? The second resource is power: the projects will be funded from a pool of money allocated corporate or in a special manner, possibly through a business unit budgets? Together, the two aspects of creating a matrix with four basic models of corporate entrepreneurship: an opportunist who contributes, a lawyer and producer. In opportunistic model (eg: Zimmer Holdings), a company has no deliberate approach to corporate entrepreneurship, and new businesses are built primarily from grassroots efforts of a few "champions of the project." Enabler companies (eg, Google), funding and senior executive attention to promising projects. As a supporter of the model (eg, DuPont), the company strongly advocates for corporate entrepreneurship, and business units are the primary funding. Finally, manufacturers (eg, Cargill), to establish and maintain a full range of services with the mandate in the corporate enterprise. Each of the four models has a different purpose, functions, and a set of problems. Whichever model is chosen, it is important to remember that corporate enterprise should be developed and managed as a strategic, deliberate act. "Hide
by Robert C. Wolcott and Michael J. Lippitz Source: MIT Sloan Management Review 10 pages. Publication Date: 01 Oct 2007. Prod. #: SMR266-PDF-ENG