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Chapter 1 - Coggle Diagram
Chapter
1
Architecture &
entrepreneurial character
Encourage innovation & opportunity spotting
Embed a strong vision of what the organization can become
Set goals & encourage achievement through public recognition & reward
Encourage people to belong to & ‘own’ the firm, sharing in its success
Encourage a ‘can-do’ & ‘work-is-fun’ culture
Encourage delegation & decentralization, pushing down decision-making
Empower staff to make the ‘right decisions’ for the firm
Ensure ‘light touch’ management so that staff feel empowered
Encourage organizational self-confidence by celebrating achievement & success
Encourage open communication so as to react quickly to environmental changes
Encourage continual learning (& unlearning) from this information
Recognize change as the norm & something to be welcomed
Ensure success is celebrated
Recognize the importance of experimentation & balanced risk-taking
Do not penalize failure unnecessarily, but always learn from it
Create a clear purpose which is underpinned by a strong shared vision or strategic intent
Develop deep relationships with all stakeholders – staff, customers, suppliers & partners
Rely on these strong relationships to give identity & cement trust
Facilitate management through this relationship rather than relying on formal structures & hierarchies
Use these networks to gain information & knowledge so as to better manage risks
Encourage sharing of this information & knowledge so as to allow strategizing
Encourage collaboration, e.g. through team-working & partnership
Encourage continuous strategizing & the development of strategic options at all levels of the organization
Adopt an incremental, adaptive approach to decision-making, using small incremental steps, learning by doing, so as to better manage risk
Entrepreneurial orientation
Innovativeness
Risk-taking
Pro-activeness
Competitive aggressiveness
Internal autonomy
Learning organization
Encourages systematic problem solving
Encourages experimentation & new approaches
Learns from past experience & history
Learns from best practice & outside experience
Skilled at transferring knowledge within the organization
Organizational architecture
Culture
Structure
Leadership & Management
Strategies
Strong organizational architecture
Creates an identity, a community, a sense of belonging, with an almost familial bond
Characterized by high degree of informality based on personal relationships
Relational contracts are based on trust, underpinned by mutual self-interest & demonstrated by reciprocity
Tacit & only partly specified therefore difficult to copy
Corporate Entrepreneurship
(CE)
Strategic renewal
Evidence by
Entrepreneurial orientation
achieved through
Entrepreneurial architecture
External corporate venturing
Acquisitions
Strategic alliances, partnerships & joint ventures
Creating internal markets
Internal corporate venturing
Intrapreneurship & venture teams
Organizational structures to encourage innovation, including spin-offs
Creating internal markets
Strategic entrepreneurship
Entrepreneurial transformation
Entrepreneurial environment
Highly competitive, complex, fast-changing markets – making them risky & difficult to predict
Interconnected, fast & free information flows – making knowledge & information-gathering important
Where cognitive skills of creativity & innovation are important
Entrepreneurial Intensity
(EI)
introduced to capture both the degree and amount of entrepreneurship evidenced within a given organization
Creating an entrepreneurial architecture
