【雙語】如何打造「內部創業」文化,發揮團隊潛力?

【雙語】如何打造「內部創業」文化,發揮團隊潛力?

【本文以中英雙語刊出/編譯:黃維德】

內部創業家(Intrapreneur)是組織內部的革新創造者。

賈伯斯、布蘭森爵士(Richard Branson)等知名企業家都認為,組織成功的核心關鍵,就是內部創業精神。創業家建立企業、開創業務,但催生並維持企業的成就,就得靠內部創業家。

內部創業精神是個能吸引並留住人才、發揮人才潛力的組織策略,但至今仍舊不受重視,有如尚未開發的處女地。

英國一項 2015 年的研究顯示,20% 的學生打算在大學畢業後創立自己的企業。組織不斷流失擁有創業精神、野心和遠見的人才,這些人不是創立了自己的企業,就是加入新創企業。大公司裡那些人人稱羨的職位已然失去光芒,愈來愈多千禧世代相信,與傳統大企業相較,他們在新創世界可以發揮更多影響力、也會更有使命感(這麼想或許沒錯,但也可能不是如此)。

是時候了,組織應該開始重新思考,如何對待企業內部那些具備創業精神的人才、如何發揮他們的潛能,當然,還有如何吸引這些人才。具備創業精神的人才,擁有極具創意、思考不受框架限制、行動力十足、歸屬感強烈等特質,組織也必須認清這些特質的驚人價值。

組織面對內部創業者崛起的態度,必須從「接受」轉換為「鼓勵」,並打造「讚揚」而非「容許」內部創業精神的環境。許多企業都有充足的資源、預算、人際網絡和基礎設施,組織必須擁有內部創業的心態和環境,才能領先市場和改變整個產業。

那麼,該如何建立內部創業文化,好協助組織吸引、保留並發揮優秀人才的潛力呢?

1. 溫室文化

成為想法的製造機或孵育器。內部創業精神和創新習習相關,組織必須為創新和新想法建立合適的脈胳和環境。溫室文化的重點,在於打造一個能鼓勵、培育並貫徹新想法的環境,確保新想法不會無疾而終。

與內部創業者討論商業想法、問題或是驚人發現之時,新想法會深深刻印在內部創業者的腦中,在那裡萌芽增長。等到你下一次見到他們的時候,想法的種子可能已經成長為計畫、應用,或是更棒的做法。

除了建立文化之外,還要讓其他人知道,就算不是想法製造機,也可以扮演同等重要的角色,負責孕育和實現這些想法。

2. 歸屬文化

「你不只是在這裡工作,更是這裡的一份子,」──打造這樣的文化,才能發揮內部創業者的潛力。

組織必須允許、協助員工追尋自己的熱情和目標,還要讓這樣的追尋能為企業有所貢獻。

歸屬文化讓員工得以為更遠大的理想工作,員工與企業的目標一致之時,就會產生真正的歸屬感。

積極、熱情又有目標的員工,絕對不會只想當個小齒輪;他們想發揮影響力、走出自己的路,追求有意義的成功。歸屬文化讓員工攜手追求成功,進而創造更緊密的人際網絡和社群。成功不是、也不該建立在他人的失敗之上。員工擁有共同的使命感,也明確知道自己該扮演何種角色、好實現共有的願景;有了這樣的環境,不但能激發員工的潛能,更能讓他們認定自己就是企業的一份子。

【以下為作者劉道薇撰寫的原文】

Intrapreneurs: Creators of innovation within your organisation.

Business icons such as Steve Jobs and Sir Richard Branson cite intrapreneurship as a core attribute to the success of their organisations. Whilst entrepreneurs create and start businesses, they rely heavily on the intrapreneurs to build, grow and sustain the success of the business.

Yet intrapreneurship continues to be overlooked and remains an untapped space and under-utilised strategy across organisations to attract, retain and maximize talent.

1 in 5 students plan to start their own enterprise post-university according to a 2015 UK study. Organisations are losing entrepreneurial, ambitious and visionary talent to either starting their own businesses, or joining a startup business. The once prestigious and envious role with an iconic corporation has since lost its shine, as an increasing number of millennial workers believe they can be more impactful and purposeful (rightly or wrongly) in the startup world, as oppose to a traditional large corporations.

It is time for organisations to rethink their attitude towards entrepreneurial individuals within their company and what they are doing to not only get the best out of these talent – but to even have talent in the first place. Organisations need to recognize the incredible value including creativity, out of the box thinking; bias for action and strong sense of ownership these entrepreneurial individuals bring to the table. Organisations need to shift from “accepting” to “encouraging” the rise of intrapreneurs, and create an environment that “celebrates” instead of “accommodates” intrapreneurship within the business. With the abundant resources, budget, networks and infrastructures available in the corporate context, all the organization will need is an intraprenrial mindset and environment to make market leading and industry changing impact.

Here are some of the ways to build an intrapreneurial culture that will help you attract, retain and maximize extraordinary talent -  

The Greenhouse Culture:
You should either be the generator of ideas, or the incubator of ideas. Intrapreneurship and innovation are intertwined. Organisations need to set the right context and environment for innovation and new ideas.The greenhouse culture is about curating an environment where new idea are encouraged, nurtured and followed up with – to ensure the idea gest somewhere.

When you discuss a business idea, a problem or an intriguing discovery to an intrapreneur, the idea germinates within their mind and never leaves them. When you see them next, they are likely to have grown the seed of an idea into a plan, an application or a better alternative to achieve the task at hand.

Build not only the culture, but also the expectation that if you are not the generator of ideas, you have an equally important role of incubating and building it.

2.A Belonger Culture:

You don’t just work here, you belong here – is the culture we need to foster to get the best out of our intrapreneurs.

Organisations need to enable and empower individauls to identify and pursue their passion, purpose and align that with how they can contribute to the business.

The belonger culture enable individual to work for the greater good and discover a true sense of ownership when their purpose is aligned to what the company is trying to achieve.

Driven, passionate and purposeful individuals are never satisfied as a cog in the wheel, they want to be able to create impact, carve their own path and succeed in a meaningful way. The belonger culture builds a tighter network and sense of community through which individuals collaborate to succeed. Succees does not and should not have to depend on other people's failures. By creating an environment where individuals can immerse in the shared sense of purpose and have clarity in their role in making this vision happen, will not only make them perform – but make them belong.

《關聯閱讀》
不為賺大錢、只求燃燒熱情──在加州,我看到浪漫瘋狂的美式創業家精神
今天不談「台灣之光」──姚彥慈:「創業所有挫敗與痛苦,都是旅途中的風景。」

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執行編輯:郭姿辰
核稿編輯:張翔一

Photo Credit:Shutterstock

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