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Emerging Models of Corporate Enterpreneurship

The document discusses four emerging models of corporate entrepreneurship: 1) The Opportunist Model where companies have no deliberate approach but internal and external networks drive new opportunities. 2) The Enabler Model where companies provide dedicated funding and support for entrepreneurial projects. 3) The Advocate Model where companies evangelize entrepreneurship but business units provide primary funding. 4) The Producer Model where companies establish dedicated groups to develop new businesses in complex industries.

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124 views

Emerging Models of Corporate Enterpreneurship

The document discusses four emerging models of corporate entrepreneurship: 1) The Opportunist Model where companies have no deliberate approach but internal and external networks drive new opportunities. 2) The Enabler Model where companies provide dedicated funding and support for entrepreneurial projects. 3) The Advocate Model where companies evangelize entrepreneurship but business units provide primary funding. 4) The Producer Model where companies establish dedicated groups to develop new businesses in complex industries.

Uploaded by

Ria
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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EMERGING MODELS OF

CORPORATE ENTERPRENEURSHIP

Group 3:
Annang Nugroho, Muhammad Sarwani, Ria
Ariyani, Riani Firdina, Yulia Asmarini
EMERGING MODELS OF CORPORATE
ENTREPRENEURSHIP

Dedicated The Producer


The Enabler The company establisehes and
The company provides funding supports a full service group
and senior executive attention with a mandate for corporate
to prospective projects entrepreneurship
Example Google Example Cargill

Resource The Opportunist


Authority The Advocate
The company has no deliberate
The company strongly
approach to corporate
evangelizes for corporate
entrepreneurship internal and
entrepreneurship but business
external network drive concept
units provide the primary
selection and resource
funding
allocation
Ad Hoc Example DuPont
Example Zimmer

Diffused Organizational Focused


FOUR ENTREPRENEURSHIP MODELS

• For organizations with a history and culture


Opportuni which support new business development
• Without any formal office or dedicated
st Model funding
• All company start as opportunists

• Serendipitious spirit of the Opportunists


Enabler model
• Designated funding and other support
Model support for corporate enterpreneurship
• Facilitating individuals and self-formed
internal teams across the company
FOUR ENTREPRENEURSHIP MODELS

• New type of corporate entrepreneurship, a central

Advoca office spearheads and orchestrated


• Driving concept development and the formation

te
of new business teams
• It must persuade business unit to provide most of
funding

Produce •
•
Focused in single business
Full service organizations

r Model
• Corporate-funded effort
• For industries with complex system
FOUR ENTREPRENEURSHIP MODELS
The Opportunist Model: Zimmer
• Focuses on the design, development, manufacture, and
marketing reconstructive and spinal implants and
trauma and related orthoedic surgical product.
The Enabler Model:
• Google: an ecosystem of enterpreneur.
• Google innovations in Internet search and advertising
have made its website a top internet destination and its
brand one of the most recognize in the world.
• Whirlpool : Building an Innovation Culture
FOUR ENTREPRENEURSHIP MODELS

The Advocate Model:


• DuPont : Market-Driven Innovation
• BP : Office of the CTO

The Producer Model:


• Cargill : Emerging Business
Accelerator
• Cisco : Emerging Market Technology
Group

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