This paper discusses the issue of entrepreneurship within corporations while looking at IBM, Nokia, Toshiba and Trilogy.
Written in 2007; 1,561 words; 5 sources; MLA; $ 51.95
Paper Summary:
In this article, the writer critically evaluates the key success factors that corporations that are successfully managing corporate entrepreneurship programs have in common as well as which factors vary. The writer addresses the issue of how competitors to companies who have successfully put corporate entrepreneurship programs into place attempt to create comparable entrepreneurial climates and copy processes proven to be successful. Four companies who have successfully used corporate entrepreneurship programs are used as the basis of this analysis.
Outline:
Executive Summary
Introducing IBM's Emerging Business Opportunity (EBO) Unit
Nokia's Approach to Corporate Entrepreneurship
Toshiba's Unorthodox Laptop Journey
Trilogy Software and the Indian Corporate Entrepreneurship Connection
Summary
References
From the Paper:
"The EBO process within IBM quickly became one that had three parameters associated with project progress. These include project-based milestones, financials, and assessments of the specific business' maturity. As IBM's culture is heavily focused on metrics of performance, additional milestones included market acceptance including the number of customer pilots, customer references and design-ins, mentions by key industry analysts, product development checkpoints, internal execution, and software vendor partnerships. EBO-based initiatives also were staffed with the most senior members of the management team, and while these seasoned veterans complained they felt they were being actually demoted, in fact EBO leadership gave them the opportunity to gain a higher level of visibility than was the case before."
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