Internal entrepreneurship: The effective release of entrepreneurial dream in the enterprise

Enterprise staff resignation entrepreneurial phenomenon is not uncommon. In the 80 's, in order to heal the "big enterprise disease", to maintain the vitality of the company, at the same time, in order to meet the staff innovation, entrepreneurial dream, foreign enterprises began to implement the internal entrepreneurial mechanism, through the promotion and encouragement of the company to establish a sound internal entrepreneurial system, stimulate the entrepreneurial spirit And then cultivate and strengthen the core competitiveness.　　A survey by Fortune magazine at the end of last century showed that more than 60% of large companies abroad were actively trying this new approach. At the beginning of this century, Shenzhen Huawei Technology Co., Ltd. promulgated the "on the Internal Entrepreneurship Management regulations", creating a private enterprise in China to establish an internal entrepreneurship system precedent. In early February this year, media reported that China Telecom (Weibo) was also launching an internal entrepreneurship program. So, what is enterprise internal entrepreneurship? What are the pros and cons of it? What are the specific forms?　　How should professionals face the internal entrepreneurship mechanism? There's no one in "innovation space". In the Microsoft Asia-Pacific Research and Development Group Shanghai Park, there is a cabin called Innovation Space (Thespace), no matter who has a good idea can come here to find like-minded people to study together, now it has become a lot of Microsoft employees to start the internal business. "One time I thought I had a good idea, but not very confident, so I went to the creative space and talked to everyone." A lot of people on the scene thought it was interesting. Later, through private contacts, five of people from different professional backgrounds formed an in-house entrepreneurial small team.　　"Microsoft User Experience Designer song is a very active person, often have a lot of strange ideas, creative space let her have a place, can do their job, under the premise of a team with different departments to achieve their own ideas, and will be supported by all kinds of resources of the company." "I think most companies don't want their employees to spend time trying to do things that aren't working," he said. "But we are very willing to offer our employees the freedom of innovation to do something interesting outside the scope of their work, such as being a server employee who might be interested in mobile products and gaming software," said Alex Cobb, Director of Excellence at Microsoft Asia Pacific Research and Development Group. Then he can take his own good ideas to the creative space and chat with colleagues, listen to the feedback. If appropriate, you can form a team to achieve your own ideas, the company will provide all aspects of support. If the product is made, they can show their work to colleagues and management at the technology exhibition of large and small, and the technology and products for consumers or customers can be released through Microsoft platform. If it fails, the employee does not have to take any risks. "Alex Cobb points out that, unlike some in-house incubation programs, employees do not need to be approved by their superiors, and there is no management in the creative space to dictate to you, and any employee can put forward their own ideas. This kind of internal entrepreneurial activities for the company's business and the overall development of staff will have a good impact, the only risk isEmployees may spend too much time on the project. Internal entrepreneurship is a viable way for enterprises to continue to grow in fact, such as Microsoft Asia-Pacific Research and Development group, such as the implementation of internal entrepreneurial mechanism of large enterprises. According to a 3M staff, 3M Research and Development department in product development has "15% law" and "private wine" two unwritten rules. The "15% rule" means that researchers can use 15% of their working hours for personal research without reporting to their superiors; "Private wine" is meant to conceal the boss and secretly conduct research. 3M perennial with a source of funds and pioneering funds, to those who have new ideas, but do not have the support of the existing business units to support innovative projects financially.　　At home, Huawei, Ufida and other enterprises have adopted the way of internal entrepreneurship. In recent years, Jin Rongwei, director of entrepreneurship at Zhongshan University, who has been engaged in internal entrepreneurship research, believes that internal entrepreneurship refers to a series of entrepreneurial activities that are implemented by existing organizations in order to obtain innovative results to further enhance their competitiveness through organizational promises, authorizations and resource guarantees. These activities include the internal establishment of a new product development team or business unit, outside the establishment of derivative joint ventures or wholly-owned companies to develop or acquire new projects.　　Its feature dimensions include the creation of new ventures, product or service innovation, process innovation, Self-renewal, career commitment, proactive action, and aggressive behavior. "At present, in product innovation, the top 100 of the world's 500 largest companies in the last century, 65% have adopted the internal entrepreneurial mechanism." In the world, internal entrepreneurship has been regarded as a good medicine for large enterprises to overcome internal rigidity by theory and business. "Jin Rongwei Introduction," No first-class innovative staff, there is no first-class innovative enterprises. To inspire entrepreneurship and innovation, more innovative organizations are willing to transform the organization from the ' Professional Managers ' club ' to ' corporate Entrepreneurship club ' like GE. It is proved that through the company's entrepreneurial approach can achieve the staff's innovation ' dream ', and has become a large number of excellent companies to continue to grow a viable way. "Dean of Business School of Nankai University, Zhang Yuli, director of the Center for Entrepreneurial Management Research, pointed out that in the early period of reform and opening-up, China introduced the market competition mechanism into the enterprise, but now it is to introduce entrepreneurship into the enterprise, so that large enterprises have the innovation and flexibility, which is beneficial to the sustainable development of enterprises and enhance competitiveness.　　However, it should be noted that domestic enterprises should do a good job of scientific management and system construction, and then introduce the internal entrepreneurial system after a certain basis. The expert constructs the internal undertaking strategy to be combined with the local enterprise culture Jin Rongwei, Zhongshan University pioneering college teaching director Enterprise implements the internal entrepreneurship strategy must and the local enterprise culture organically unifies, otherwise will "not acclimatized". At the beginning of 2000, the purpose of Huawei's internal entrepreneurship is to give some preferential policies, hoping that some of the old employees who are hard to develop and lack vigor will quit voluntarily and solve the institutional pangBig problems and keep the enterprise alive.　　As a result, innovative staff have responded to the call to the internal entrepreneurship, leaving behind are some conservative old employees, they lack of motivation for enterprise innovation, but also occupy an important position, so that no more jobs to recruit new, resulting in the lack of fresh blood and the weakening of innovation ability. First-class innovative enterprises generally focus on the selection of first-class innovative talent, which is accustomed to seek professional stability of the workplace is a challenge. The job holder must first make an accurate career position. For the job-seekers who seek to be conservative and stable, it is clear that the innovative companies challenging to work are a career dislocation, and they should choose a more stable working environment to avoid the discomfort of large shocks.　　And for people with entrepreneurial spirit, actively engaged in internal entrepreneurship is to realize the value of life an important experience process. To understand the real intention of enterprise internal entrepreneurial mechanism Dong, senior human resource management experts for enterprise Internal entrepreneurship, the workplace must be cautious, especially through a variety of channels to understand the enterprise implementation of an internal entrepreneurial mechanism of the real intention to observe its behavior before and after the consistency. Some people hear the enterprise to implement internal entrepreneurial mechanism is very happy, feel is encouraging innovation, but the company's argument may also be packaged, nominally encourage innovation, the real goal is likely to be layoffs. Some enterprises may also be used to test the ability of new recruits, although the enterprise said failure without any risk, the parties may have to bear the risk of personal reputation. Some of the main push people may just want to create results.　　In addition, in the face of internal entrepreneurial opportunities, the workplace also have to consider whether they have the ability to do bad may be, it is best to allow the company to provide some relevant protection. Experience on the courage to release the passion on the platform of internal entrepreneurship Huanghanjie, Microsoft Asia Pacific Research and Development Group Project Manager I often find someone to talk to in creative space. After discovering song's idea was very good, he joined his team. My job is Project management, after joining this project, I am responsible for the architecture and Development section, the ability to write code has improved a lot.　　Although the company in addition to equipment, funds and other support, there is no special reward, but the work for us is the most important. For those who want to participate in the internal entrepreneurship, I suggest that there are ideas must be practice. Although there may not be many successful cases, do not be afraid of failure. To participate in internal entrepreneurship must be reasonable management time, especially can not affect their jobs. Finally, be sure to communicate more with others and pay attention to teamwork.　　Projects and products are difficult to be completed by one person, together with partners will not be tired. Internal business forms and cases 1, set up a new business department in 1995, IBM set up a business enterprise in China (GMB), the target customers to the industrial output accounted for 60% of the national industrial output of small and medium-sized enterprises; 2, set up a new project team the Dutch Shell Oil Company established a "rule change" panel in Grants 20 million dollars to open minded employees, empowering them to try to break the rules of the business new ideas of change; 3. DrumsExcitation and implementation of new ideas Google's engineers can put innovative ideas on an internal network exchange platform that everyone can evaluate. Engineers can use 20% of their working hours to implement these ideas as specific products.　　Google has a 10 million-dollar entrepreneurial award every year, rewarding products and projects that have significant implications for Google's future development.　　4, the organization set up a business incubator in 1983 Kodak (Micro-BO) company established a new Opportunity Development Department (NOD), mainly to help employees to transform the entrepreneurial concept into entrepreneurial practice, for its development and exploration work to provide organizational support. 5, the employee fission-type independent entrepreneurship Panasonic company regulations, for internal staff to create enterprises, I can contribute to the proportion of 30% below, if the enterprise development smoothly, employees can be listed through the stock or buy from the Panasonic company to obtain shares.　　Once the venture is successful, employees can also receive special bonuses from Panasonic. 6, mergers and acquisitions of external innovative Enterprises in 2000 Li (Micro bo) rely on the more than 10 million yuan equipment from Huawei, 100 of the top research and development and sales staff to establish a harbor network, the first year of all sales results, are from Huawei's product distribution and support. Later, the port network gradually transformed into a telecoms equipment manufacturer similar to Huawei, no longer the "internal" company of Huawei, but became its direct competitor and began to establish its own brand.　　In 2006, Huawei invested 1.7 billion yuan to acquire all the assets, personnel, business and related intellectual property of the broadband product line of the harbour network, thus gaining the technical advantage of the harbor network in the data communication products. 7. Establishment of joint ventures around new opportunities since 2003, Huawei has begun to develop new business areas or new regional markets by establishing derivatives through joint ventures with international communications giants.　　Through joint ventures, Huawei's market share, channel management and distribution capacity have been improved. 8, around the new opportunity to set up a wholly-owned company in the past decade, the United States Xerox investment in 18 new ventures, of which 6 new ventures in the development of the company's business growth has a strong attraction, and finally Xerox through mergers and acquisitions in the way it all integrated into the company's core business. Xerox invested 12 million of billions of dollars in the venture-capital model, bringing returns of more than 200 million dollars in 10 years.