Category Archives: Intrapreneurship

The 140 Xter Employee

Last month I wrote a post about The 140 Xter Manager and how this Manager gives an opportunity for employees to lead and showcase their skills in the workplace.

Today I would like to discuss the 140 Xter Employee.

A 140 Xter Employee is one that contributes to the organization in 140 Xters or less. This person is dormant, passive and inactive during team discussions. We all know this person. They are the people who are quiet during discussions, not because they are quietly strategizing on how to move the organization forward, but because they really have nothing to say.

Let me just say immediately that it is unwise to be a 140 Xter Employee as this sends the wrong signal to the management of the organization. Anyone who does this should not think that they are being smart and that no one notices them or their actions.

Every human being wants to be surrounded by people who add value to them and organizations are no exception.  If a person cannot add value and contribute during discussions, it causes one to wonder why they are even in the team or organization. Team spirit is lacking here.

In recent times organizations have devised a method that helps them know upfront, if a prospective employee would be a 140 xter employee. The method: Assessment centres. This has fully been integrated into most interviewing processes of organizations. The way in which it works is that the prospects are placed in teams and given a project to work on. Here the employer is looking at the team dynamics and looking out for team playing and team building skills. The results at an assessment centre go a long way in determining if a person would get the job or not.

Job seekers may have all the technical skills needed to get the job done but if team spirit is non-existent, there lies a big mis-match.

So for job seekers, go on out there and develop your team playing skills and for currently employed individuals, hone those team playing skills as well.

Speak up! Speak out! Contribute!

Join the conversation below.

The 140 Xter Manager

I recently had a discussion with a friend who is studying office technology and management at a polytechnic in Lagos, Nigeria. She recalled the difficulty of the past examination and paid particular attention to the last course exam. This exam was very tough and has been known to be responsible for a lot of carry-overs and extra years. I inquired of  her the name of the course and she said: Shorthand.

Wow! Shorthand? Why in the world would such a course still be in existence? And compulsory too!

Relevance of shorthand

In the past, a manager would dictate to his secretary, letters that had to go out and the secretary was expected to take down everything said, with no errors. Shorthand was a useful way to do this back then.

But in this day and age we have several alternatives:

  • The secretary can make use of a tape recorder
  • The manager can express his thoughts in an email.

Another option, and one which is gaining ground, is that the manager expresses his thoughts in 140 characters or less and this secretary or executive assistant or subordinate is expected to understand what is required.

As we are aware (at least you should be), we are in the knowledge age. An age where mediocrity is quickly discovered and eliminated. An age where even the janitor is expected to know a few things about the goals and values of the organisation. An age where the secretary or assistant can carry out the role of the Manager because he/she has been around long enough to know what works and what doesn’t. An interesting age.

Do you think shorthand is still relevant or should it be removed from the school syllabus?

Do you think managers should expect so much from their employees?

 

Share your views, please…

 

 

 

The Social Intrapreneur’s Journey. By… My Impact

So I recently came across an infographic that shows in detail, the social intrapreneur’s journey. It details the typical journey of a Social Intrapreneur and a Social Entrepreneur.

Before I share the link to this document , I’d like to encourage you to read these other articles to bring you up to speed. ( If you are in too much of a hurry, just scroll down and grab the link)

Click here for a .pdf version of: A Social Intrapreneur’s journey

Credit:

A Big shout-out to My Impact for carrying out such extensive research and producing this very insightful document. Do visit their website for a full article regarding the above: http://myimpact.ch/the-social-intrapreneurs-journey-part-1-infographic/

Employee Vs Intrapreneur…..Ann Ayinde

First off, do note that I said Intrapreneur and not Entrepreneur.

An Intrapreneur is a person who possesses an entrepreneurial approach, view-point,mind-set and strategy within an organization. He or she is one who takes complete ownership of their duties and responsibilities in the organization. The operative phrase here is FULL OWNERSHIP.

An employee on the other hand is a person who is employed in an organization to do specific tasks and duties based on a specified contract.

If you missed my post: Intrapreneurship – An Introduction, you may want to start there before you return to this post.

Most employers do not specify, when recruiting, whether or not they want an employee or an intrapreneur.  All that is required at that moment is for someone to fill up an existing position. But what happens when an employee joins an organization is one of two things:

They either start-up doing great at their job and then spiral downwards after they have gotten comfortable

OR

they start by doing great at their job and then begin to seek ways to make changes, streamline processes, innovate and OWN their jobs. They begin to go the extra mile.

Their colleagues, who are merely employees, begin to see them as busybodies, ITKs (I too know – A Nigerian term that refers to a nerd) and Slaves just because they care about the organization and always want to go the extra mile.

Here are some major differences between Employees and Intrapreneurs:

  1. Employees stick to their job descriptions while Intrapreneurs create wider and more robust job descriptions for themselves.
  2. Employees seldom care if the organization meets their bottom line while Intrapreneurs are concerned and are constantly looking for ways to grow the business.
  3. Employees are quick to run off when the next high paying job comes along while the Intrapreneur stays back to grow the business and earn a higher salary as company profit increases.
  4. Employees like to spend the organization’s money while Intrapreneurs like to save and grow the organization’s money.
  5. Employees remain employees  and go up the ladder slowly and seldom while Intrapreneurs go up the ladder much quicker and become the senior management of the organization.
  6. When Employees leave to become Entrepreneurs, they seldom succeed but when Intrapreneurs leave to become Entrepreneurs, they have a higher rate of success because they simply apply the same principles of Intrapreneurship.

Most people start up being employees and there isn’t really very much wrong with that but to gain influence and impact your organization, it pays to switch to intrapreneurship.

These are my views….what are yours? Express them below and let’s discuss!

2014’s Most Valuable Employee: The Social Intrapreneur.. By Ashoka (Excerpts)

This year promises to be a tipping point for a growing group of corporate innovators, who are taking on initiatives that do well for their companies and also do good for society. Social intrapreneurs are quickly becoming the most valuable employees at many companies because they are good for the bottom line, good for the brand, and good for staff morale. They are being recognized as key players in tackling the world’s biggest problems like poverty, hunger, and the need for universal education.

Social intrapreneurs are making traditional CSR models look irrelevant, while also setting important examples for larger nonprofits and civic institutions that struggle with tight budgets and sustainability in their donor-driven charity and development work. By adapting entrepreneurial and start-up strategies, employees in the public and non-profit sectors stand to improve their organizations with hybrid value models, cost saving innovation, and increased efficiencies.

Social intrapreneurs are right now sitting within existing organizations at the intersection of innovation, social good, and entrepreneurship. They can be found at all levels of the organization and from any generation, working under the radar and struggling against bureaucracy to launch new programs, products, and initiatives that leverage the changemaking ability of established institutions. By acknowledging the value of social intrapreneurs, large companies will see higher employee engagement and create narratives on how their employees are making a difference in the world. For the social entrepreneurs struggling to scale their impact and lacking the resources and network for high level impact, finding or becoming the intrapreneur can change everything.

You can read more at: http://www.forbes.com/sites/ashoka/2014/01/24/2014s-most-valuable-employee-the-social-intrapreneur/

Intrapreneurship – An introduction …By Ann Ayinde

Image

I won’t bother you with terms and root words as they probably won’t mean much to you after the next second. As can be seen from the definition in the image, Intrapreneurship has to do with the possession of an entrepreneurial approach, view-point, mind-set and strategy within an organisation. One word spells this properly:

OWNERSHIP

Let’s take a look at some of the differences between Intrapreneurship and Entrepreneurship according to Guy Kawasaki (2013), a great proponent of the term:

Entrepreneur: A person who is innovative  and  revolutionary, churning out ideas and challenging norms as they grow their personal businesses. They take complete ownership of their business.

Intrapreneur: A person who is innovative  and  revolutionary, churning out ideas and challenging norms as they grow their careers. They take complete ownership of their jobs.

For junior-level and mid-level employees, this is a huge opportunity to drive that new idea, innovation or process. It shows that they are not just concerned about earning their monthly salary, but they also want to grow the organization, create impact and  become leaders. “Getting employees to understand the concept of intrapreneurship is the first step to empowering a new cadre of innovators within institutions; nurturing intrapreneurship just may be the key to powering the global economy forward. ” (Agoada, 2013)

You want to make a great impact out there, prove yourself by making one within your organization first!

References

Agoada, Joe (September 2013). What is Intrapreneurship? Available at: [ http://techchange.org/2013/09/30/what-is-intrapreneurship/ ]

Kawasaki, Guy (July 2013).  The Art of Intrapreneurship. Available at: [ http://www.linkedin.com/today/post/article/20130701110415-2484700-the-art-of-intrapreneurship%5D