I was browsing around when I stumbled upon Kelly Johnson’s 14 Rules of Intrapreneurship, and i found it very interesting. In case you don’t know what intrapreneurship is, i will tell you what the difference between entrepreneurship and intrapreneurship is.

Entrepreneurship is a practice of starting a new business or reviving an existing one by merging resources to exploit new opportunities. Intrapreneurship is the practice of entrepreneurship by employees within a company. The biggest difference between the entre- and intra- is where they decide to use their skills. Intrapreneurs work within a business in an entrepreneurial capacity, creating innovative new products and processes for the company.

Sudah ada gambaran sedikit tentang perbedaannya ya? 🙂

Intrapreneurs and entrepreneurs are essentially the same. Both type of -preneurs requires innovative, patient, and risk-taking individual.

Google is one of the large companies that is intrapreneur friendly. It allows its employees to spend up to 20% of their time to pursue other projects.

So, the question is.. Why do companies, in order to be huge, must nurture their in-house talents to be intrapreneurs?

Because intrapreneurs are the one responsible for keeping the companies current.

Take a look at Kodak. Perhaps if it had put greater focus on evolving, its products would have been in much better situations. It’s bankrupt in 2012.

Intrapreneurs are the energy behind new ventures that make big businesses stay profitable. It is the act of behaving like an entrepreneur while working within a large organization.

Intrapreneurs are the powerhouses that lead change within existing companies and organizations. In order to be succeeded in a world changing so fast, having a solid intrapreneur team in a large company is a must.

So, the one-million-dollar question is how to increase this intrapreneurship culture in your office.

Okay, here’s how:

1. Do not cultivate fear, it kills innovations. An anti fear and conducive corporate culture should be built for an outstanding outcomes.

2. Employee’s feedbacks shall be taken on reguler basis. Positive and negative ones.

3. Create in-house venture capitalist story. It shall act as a forum where ideas can be discussed at length.

4. Implement confidence in employees and create atmosphere of competitiveness.

5. Work hard and party harder shall be the New Age philosophy.

More and more companies, to harness and maintain their top talents, are looking to provide them with a platform to hone their skills.

Many companies are famous for setting up internal organizations whose purpose is to promote innovation within their ranks. Some people call this internal organization: Skunkworks. Skunkworks is enriched environments to help a small group of individuals to design a new idea by escaping routine organizational procedures. Intrapreneurs in a skunkworks are usually highly selected, given special resources, and work on a crash basis to create an innovation.

The person who work in this such environment is called intrapreneur.

The distinctive name skunkworks is originated from Skunk Works, a group at Lockheed Martin during WW II. The high-degree-of-autonomy-and-unhampered-by-bureaucracy program were responsible in the production of P-80 fighter jets. Kelly Johnson, later famous for his Rules of Intrapreneurships, was the director of this group.

Top: Kelly Johnson

To fulfill my promise, berikut ini adalah peraturan-peraturan tersebut. Here they go!

1. Its manager must be in complete control of his program in all aspects. He should report to a division president or higher.

2. Strong but small project offices must be provided (skunkworks).

3. Number of people having any connection with the project must be restricted in an almost vicious manner.

4. A very simple drawing and drawing release system with great flexibility for making changes must be provided.

5. There must be a minimum number of reports required, but important work must be recorded thoroughly.

6. Project costs should be reviewed regularly by the team, any changes in costs should be reported to the client immediately.

7. The client should be kept up to date with the project, if not you are doing it wrong.

8. Specifications for the project must be spelled out well in advance.

9. Billing, invoicing or charging should be quick. Don’t leave the client guessing what the bill will be.

10. There must be trust between project manager and client. If daily updates are needed, they should be given to cut down on misunderstandings.

11. Clients should not interact with the core team, they should interact with project managers. Maintain a sense of team security.

12. Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.

13. Rewards should be based on performance, those who consistently hit the mark should be rewarded more.

What do you think of those rules? What point does your company practise? 🙂