Intrapreneurship Course in Singapore
Intrapreneurship Course in Singapore
About This Intrapreneurship Course in Singapore
Intrapreneurship is a recently coined term in business which means the practice of coming up with unique ideas and implementing them within the company with the aim of advancing them through innovation and creativity. An intrapreneur is mindful of the culture and goals of the organization and must operate only within its walls. He or she is an idea pitcher and an innovative thinker who is not afraid to promote change and lead a team.
The first use of the term “intrapreneurship” can be dated back from a paper written by Gifford and Elizabeth Pinchot in 1978. Not until 1985 did the concept gain public spotlight in the TIME magazine article entitled “Here come the Intrapreneurs”. Over the years, it has evolved into a practice sought by startup companies and entrepreneurs. Nowadays, intrapreneurship is not only encouraged in a company, but there are those which are offering intrapreneurship programs to get ahead of the competition. It is also a modern field where millennials are being massively recruited since they provide new insights into problem-solving cases and creative ideas.
Intrapreneurship indicates employee initiatives in organisations to try something new, without being required to do so.” Therefore, the intrapreneur concentrates on creativity and innovation, and converts an idea into a profitable venture, while working within the company’s conditions. Thus, intrapreneurs are private entrepreneurs who grasp the goal of the business. Intrapreneurship is an instance of motivation through job design, either informally or formally. Workers, such as marketing executives or perhaps those engaged in a particular project within a larger company, are encouraged to behave as entrepreneurs, even though they have the resources, capabilities and security of the larger company to draw upon. Seizing a little of the changing nature of entrepreneurial management (trying things until learning from failures, successful attempting to conserve resources, etc.) adds to the potential of an otherwise static organisation, without exposing those workers to the risks or accountability usually associated with entrepreneurial failure.
One more characteristic of intrapreneurs is their flexibility and courage to think outside of the box, which enables them to work on ideas that may shift strategic direction. Even though several managers are fearful of revolutionary changes, they are often the only way to help companies grow. This is illustrated by Wipro in India, a tiny vegetable business that ended up being a software outsourcing company. Another perfect example is Tony Hsieh of Zappos, who began as a commercial footwear vendor and became the CEO of Zappos, which has developed into an online customer experience organisation.
Intrapreneurs are both employees and leaders of large organisations that act similar to entrepreneurs in terms of, examples, self-motivation, creativity and pro-activity. Pinchot claims that while intrapreneurs must be leaders, they differ very much from managers. Strong leadership skills are needed to encourage teams and to persuade others to follow and execute their ideas. Leadership abilities are also essential to support quick decision making under uncertainty. Managers, on the contrary, consider more risks than uncertainty and often work within established patterns. Furthermore, traditional managers get their power from the above; intrapreneurs, by contrast, begin without the notice of the same degree of power.
Intrapreneurs can hunt for opportunities and shape them into high-potential innovations through teamwork and with path to corporate resources. This implies the right conditions of great leadership, communication and the appropriate environment to support creativity; these are essential for entrepreneurial results to take place). The win-win position of intrapreneurial motivation pointing to corporate benefits is considered idealistic by some. According to Smedley), only a few companies know how to encourage intrapreneurs. Some examples are listed below.
This course will teach the participants the concept of intrapreneurship and the characteristics needed of an intrapreneur. It will also train them to apply the concepts to their personal projects and company situations.
This Intrapreneurship workshop is ideal for anyone who would like to gain a strong grasp and improve their Intrapreneurship.
All Staff Within An Organisation
The ideal group size for this Intrapreneurship course is:
Minimum: 5 Participants
Maximum: 15 Participants
The duration of this Intrapreneurship workshop is 2 full days. Knowles Training Institute will also be able to contextualised this workshop according to different durations; 3 full days, 1 day, half day, 90 minutes and 60 minutes.
2 Full Days
9 a.m to 5 p.m
Below is the list of course benefits of our Intrapreneurship course in Singapore
- Encourages the participants to adopt intrapreneurial skills in the workplace
- Eliminates the possibility of hindering the overall growth of a company
- Updates the company on the latest, most innovative ideas or products
- Encourages the participant to be welcome to challenges that can increase his/her potentials
- Teaches the participant to transition intrapreneurial ideas to entrepreneurial products
- Expands the participant’s network of connections and resources
- Increases the company’s productivity and efficiency, leading to increased revenues
- Boosts the company’s reputation, attracting more intrapreneurs
Below is the list of course objectives of our Intrapreneurship course
- Define what is an intrapreneur
- Describe the characteristics of an intrapreneur
- Define the theories involved regarding the concept of intrapreneurship
- Understand the importance of intrapreneurship in a company
- Determine the people involved in an intrapreneurship
- Enumerate the differences between intrapreneurship and entrepreneurship
- Determine the process of intrapreneurship leading to entrepreneurship
- Define the Four Generic Models of Intrapreneurship
- Determine the correct model to use in a work setting
- Discuss the steps involved in an intrapreneurial process
- Develop the intrapreneurial skills of the employees
- Promote intrapreneurship in the workplace
- Discuss the challenges that can be faced in adopting intrapreneurship
- Describe an ideal intrapreneur-friendly workplace
Below is the list of course content of our Intrapreneurship training course
- What is an intrapreneur?
- What are the characteristics of an intrapreneur?
- What are the theories surrounding the concept of intrapreneurship?
- Why is intrapreneurship important to a company?
- Who are the people involved in an intrapreneurship?
- What is the difference between intrapreneurship and entrepreneurship?
- How can intrapreneurship lead to entrepreneurship?
- The Four Generic Models of Intrapreneurship
- How to select and apply the right model
- What composes an intrapreneurial process?
- How to develop an employee’s intrapreneurial skills
- How to promote intrapreneurial skills in the workplace
- What are the challenges being faced in intrapreneurship?
- Examples of real-life stories involving intrapreneurship
Each participant will receive the following materials for the Intrapreneurship course
Intrapreneurship Learner’s Guide
Intrapreneurship Key Takeaways Notes
Intrapreneurship Essentials Ebook
Intrapreneurship Course Handouts
Intrapreneurship 30-Day Action Plan
Intrapreneurship MindMaps Pack
Intrapreneurship PPT Slides Used During Course
Intrapreneurship Long-Term Memory Flashcards Pack
Intrapreneurship E-Learning Course
Intrapreneurship Online Video Course
Intrapreneurship Essentials Audiobook
Intrapreneurship Infographics Pack
Each course participant will receive a certification of training completion
There are 3 pricing options available for this Intrapreneurship training course. Course participants not in Singapore may choose to sign up for our online Intrapreneurship training course.
Contact us for the latest Intrapreneurship course schedules:
Phone: +65 6817 2530
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Post Training Support: A vast majority of training does not have any effect beyond 120 days. To work, training has to have a strong pre- and post-training component. Post-training reinforcement helps individuals to recall the understanding and ask questions.
Blended Learning: Learning does not occur in the classroom. Virtually everybody prefers distinct ways of learning. Successful learning should have a multi-channel, multi-modal strategy.
We Understand The Industry: We’ve got a profound comprehension of the business, business design, challenges, strategy and the that our participants are in and have designed the courseware to cater to their professional needs.
Course Content: Knowles Training Institute’s material is relevant, of high quality and provide specific learning results. Participants will leave the training course feeling as they have gained a strong understanding and will also be in a position to execute what they have learned sensibly.
Course Development — The workshop modules follow a systematic and logical arrangement. This structure helps to ensure that the course material allows the facilitators to deliver the course in a logical arrangement. Consider the subjects as building bricks into learning, our facilitators slowly build towards a comprehensive picture of this entire topic.
Intrapreneurship is a way which empowers an employee to act like an entrepreneur within a company. They are self-motivated, proactive, and action-oriented people who have leadership skills and think outside the box.
The term intrapreneurship refers to a way that empowers an employee to act like an entrepreneur within a company. They are self-motivated and proactive people who take the initiative to seek an innovative product or service.
Intrapreneurship is an instance of motivation through job design, either formally or informally. Intrapreneurs are both employees and leaders of large organisations that act similar to entrepreneurs in terms of self-motivation, creativity and pro-action.
The chief difference between an Entrepreneur and Intrapreneur is that an intrapreneur is an employee, while an Entrepreneur is the head of the business. Intrapreneurship is the change actions taken by the people working in that organisation, according to Hisrich and Peters.
Here are the Two Kinds of Intrapreneurs. There are three components of intrapreneurship: an intrapreneur (you), a project, and a mentor. A mentor is an individual within a more significant corporation that is ready to provide with the required resources to put the project into motion.
3 Steps to Implement Intrapreneurship in the Corporation
- Prepare a Brainstorming Meeting. After identifying how to identify intrapreneurs, bring them together and expose them to the ideation process.
- Recognise the need for a “Discovery” Stage.
- Test Critical Assumptions.
Intrapreneurship gives a platform to retain employees in work that is challenging and meaningful. Intrapreneurs are highly engaged in their work. Their enthusiasm and determination inspire others to get involved and try brand-new things. As they grow, the company grows.
See below these five traits of a successful intrapreneur:
- Entrepreneurial spirit. Be a person of dynamic thought and action.
- Commitment to innovation. Be a serial social change agent.
- Appetite for risk and reward. Be excited by risk.
- Appetite for competition.
- High confidence and self-esteem.
Intrapreneurship provides a platform to interest employees in work that is fun and meaningful. Intrapreneurs are highly interested in their work. Their passion and determination spur others to get involved and try new things. As they mature, the organisation grows.
An intrapreneur is an employee tasked with producing an innovative idea or project within a company. The intrapreneur may not face the outside novel opportunities or enjoy the same monetary rewards as an entrepreneur. However, the intrapreneur has a door to the resources and capabilities of an established company.
Here are the stages that a developer can follow to become an intrapreneur within their organisation.
- Stage 1: Find a problem to solve.
- Stage 2: Gather data.
- Stage 3: Form a team.
- Stage 4: Put together a business plan.
- Stage 5: Test the idea.
- Stage 6: Measure.
- Stage 7: Learn.
An extrapreneur is the intrapreneur who not only chooses to apply her/his talents to her/his organisation but also applies those talents externally to other organisations and then brings those experiences back internally. (Definition by Michele DeStefano, Law Professor)
An ultrapreneur is an entrepreneur who does many things. The definition of an ultrapreneur is someone who has many profit-generating pursuits at once.
Intrapreneurship includes employee initiatives in organisations to undertake something new, without being asked to do so. These are early-stage entrepreneurial activity (business founding) and two pieces of literature on employee behaviour of existing companies, i.e. proactiveness and innovative work behaviour.
Intrapreneurship refers to the concept of employees existing in an organisation and acting like entrepreneurs. The term ”intrapreneur” was coined in America in the late seventies (Gupta and Srinivasan, 1992). Intrapreneur seems to be one of the essential elements for intrapreneurial success.
A micropreneur is an entrepreneur ready to assume the risk of starting and managing a small business, that enables him or her to do the kind of work she or he wants to do and gives a balanced lifestyle.
A well-known example of intrapreneurship is the “Skunk Works” group at Lockheed Martin. Google is also recognised to be intrapreneur friendly, enabling its employees to spend up to 20% of their time to attempt projects of their choice.
Here are some ways one can encourage intrapreneurship in an organisation:
- Give employees time and space.
- Talk about what problems need to be solved.
- Always recognise and praise people for good ideas.
Intrapreneurs are self-motivated, proactive, and action-oriented people who take action to seek an innovative product or service. An intrapreneur acknowledges that failure does not have an individual cost as it does for an entrepreneur since the organisation absorbs losses that result from failure.