“If you are looking for individuals with corporate experience for your start-up, intrapreneurs are the ones to hire because they understand corporate upheavals, but will still be driven and motivated to work towards growing your company.” Many applied studies have not been undertaken in Nigeria. In order to better comprehend the intrapreneurial spirits of 20 working-class professionals in Lagos, our analyst polled their opinions. Our research uncovered seven diverse behaviours among employees, as well as how they want their employers to recognize their achievements. From the top to the lowest, they are described here.
Seven Traits of Corporate Intrapreneurs
Trait 1: Enthusiastic. The majority of employees are eager to gain new skills that are relevant to their roles and responsibilities. This means that managers and business leaders need to have specific approaches and plans in place to figure out what each employee wants in terms of new knowledge and abilities.
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Trait 2: Supportive. Many employees have the potential to inspire others to pursue their own creative ideas. This is something that businesses must recognize as soon as possible. In his article on intrapreneurship, Erik Jensen underlines four important building pieces of intrapreneurship for corporate innovation to effectively recognize this. Knowing people inside and out, articulating the business problem, recognizing risk tolerance, establishing ownership in teams dedicated to innovative ideas, and getting out of the way are all examples of these. Companies like Adobe, Royal Bank of Canada, 3M, and Lockheed Martin are getting it right by incorporating four important intrapreneurship building pieces into their programmes.
Trait 3: Inspiring. Professionals inspire people to consider their work in novel and intriguing ways. They are encouraging their subordinates to think creatively, to challenge the status quo, and to keep day-to-day operations operating smoothly. They have made it a habit to inspire others, putting their ego aside and not being afraid of failure. “In a silo, nobody succeeds.” “We must remember the individuals involved in and crucial to our success in whatever we venture–personal, professional, philanthropic, political, or private,” says Faisal Hoque, a serial entrepreneur, Fast Company contributor, and co-author of the new book Everything Connects.
Trait 4: Audacious. Demonstrate your inherent leadership abilities. This has aided the majority of professionals in forging on with a promising new method when others may be wary. Managers and corporate leaders must recognize this and take advantage of it when selecting leaders for devoted teams working on new goods or services. Transformational leadership has been shown to be positively connected to entrepreneurial behaviour only when psychological empowerment is high, but transactional leadership has been shown to be negatively related to entrepreneurial behaviour.
Trait 5: Futuristic. Depicts how things might be in the future and what we’ll need to get there. Employees who believe in the company’s strategic ambitions and missions have this trait as one of their core characteristics. Professionals in the sample have the ability to foresee what will or might happen in the future, are concerned about the future or planning for the future, and are fast to notice, understand, or appropriately judge things.
Trait 6: Coordinating. Professionals understand the need of cooperation in taking on new challenges and performing strategic tasks, therefore getting others to pull together to confront a difficulty is one of their behaviours. Managers must understand the components of good teamwork and assist employees in forming and maintaining high-performing groups.
Trait 7: Making workplace better. They’re cultivating an atmosphere in which people are enthusiastic about making improvements. This shows that creativity alone isn’t enough. They are creating an environment that is conducive to the development of innovative products or services. In precise terms, they are working feverishly to ensure that they have the right people, processes, and environment.
