Cultivating the Social Intrapreneur ( Perspective #2)
Power, in its various forms, is a major determinant of an Intrapreneur’s success. When power is centralized or contained within small groups, or when departments don’t effectively collaborate, it limits opportunities for new ideas and divergent thinking.
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Laks Chittur
Commented 15 Mar, 2022
There are leaders, who are in leadership roles as defined by the organisational structure and there are situational leaders who champion their team's efforts during their intrapreneurship (read collaborative, innovative) efforts even though they may not be in a 'leadership position' as defined by the organisation structures. The vibrancy and vitality of any organisation, beyond the current times, will need proactive nurturing of such situational leadership. Most efforts in cultivating these 'seeds of the future' require an effective and efficient change management strategies as cultural change is often a slower process due to simultaneous battle between 'unlearning" and 'learning'. Situational leaders can be leveraged as 'Catalyst for Change Management'.
Puja
Replied 15 Mar, 2022
Very well said, nurturing an ecosystem that empowers situational leadership breaks the barrier of command and control and allows for distributed power, the ‘space’ for collaborative and innovative behaviours
Abhishek Prasad
Commented 11 Mar, 2022
Yes, agree with your point.
Social Intrapreneur is a bottom-up approach so power centralization is not effective.
Apart from aligning to market and customer needs it also focuses on flexibility and willing to take risk. In a power centric setup these things become challenging and bringing forward new ideas are not that much effective.