Have you ever heard about the notion of intrapreneurship — the ability to think and act like an entrepreneur within your organization to drive change or innovation and spearhead new projects, combining boldness, audacity, and a focus on positive impact?
The notion of Intrapreneurship was introduced by Gifford Pinchot III and Elizabeth S. Pinchot, in their 1978 white paper titled "Intra-Corporate Entrepreneurship". The idea was further elaborated in 1985 in Gifford Pinchot's book, “Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur”, and when Steve Jobs started to refer to his Macintosh team as "intrapreneurs".
At AETHER, we firmly believe that the most accomplished project engineers don’t just solve problems — they aspire to be intrapreneurs, i.e. to continuously seek to challenge the status quo, and innovate off the beaten path.
If you can’t act like an intrapreneur in an existing organization, you might struggle to ever become a successful entrepreneur with your own organization.
Quizz 1: Assess your Intrapreneurship potential as project engineer.
Based on AETHER’s definition and experience, an engineering intrapreneur is a Project engineer with mature vision, resource accessibility, and the ability to activate networks—no experience or formal title required!
Let's start by assessing yourself on the three main intrapreneurial pillars:
Be Inspiring, Lead Growth, and Create Impact.
Intrapreneurs are key actors who tackle strategic problems just using their resources, network, and vision, supporting a broader entrepreneurial project. Driven by impact, similarly to entrepreneurs, they are inspired by questions such as:
- What internal problem(s) can I solve, and for whom?
- What are my short-term and long-term goals?
- How does my initiative align with the company's strategic objectives?
- Who are the key stakeholders, and how can I engage them?
- What potential challenges or resistance might I encounter, and how can I address them?
- What internal resources and capabilities can I leverage?
- What are the potential risks, and how will I mitigate them?
- How will I measure and demonstrate the value of my initiative?
Project Engineers often work closely with intrapreneurs or entrepreneurs, primarily supporting and executing projects. However, they can transcend these traditional roles by embracing intrapreneurial leadership—working on new solutions, validating uncharted opportunities, and supporting entrepreneurial initiative within the existing corporate framework.
Famous examples of inspiring intrapreneurial engineers
Tony Fadell, Apple’s iPod Project
Tony Fadell, often called the 'father of the iPod,' joined Apple in 2001 at 35 years old as an independent engineering consultant. He proposed the concept of a sleek, portable music player to Steve Jobs, who immediately recognized its potential. Fadell led a team within Apple, working with both internal engineers and external collaborators, to develop the iPod. Its launch not only revolutionized consumer electronics but also marked a turning point in Apple’s trajectory, paving the way for future iconic products.
Mark Dean, IBM’s Personal Computer Revolution
Mark Dean, a trailblazing engineer at IBM, was a driving force behind the development of the IBM PC, launched in 1981. He led the team that designed the Industry Standard Architecture (ISA) bus, a groundbreaking innovation that allowed multiple devices to connect seamlessly to the computer, establishing the foundation for PC compatibility. Dean’s technical brilliance is further evidenced by his holding three of the nine patents related to the original IBM PC 214.
Despite IBM’s traditional focus on large-scale corporate systems, Dean recognized the untapped potential of small, consumer-oriented computers. Working within a specialized task force, he championed a bold shift in strategy, challenging IBM’s conventional business model. This intrapreneurial leadership not only redefined IBM’s approach but also enabled the company to dominate the personal computing market for nearly a decade, leaving an enduring legacy in the tech industry.
Clarence “Kelly” Johnson, Lockheed Martin’s Skunk Works
Clarence “Kelly” Johnson, one of the most influential aeronautical engineers in history, founded Lockheed’s Skunk Works, a semi-autonomous unit celebrated for its secrecy, rapid prototyping, and revolutionary aircraft designs. With a focus on minimal bureaucracy and fostering a culture of innovation and close-knit teamwork, Johnson’s Skunk Works became a model for agile and high-stakes engineering.
Under Johnson’s visionary leadership, the Skunk Works developed some of the most iconic aircraft in history, including the U-2 spy plane, the SR-71 Blackbird, and the F-117 Nighthawk—the world’s first operational stealth aircraft. These designs not only pushed the boundaries of aviation technology but also redefined modern aviation and military strategy, solidifying Johnson’s legacy as a pioneer who transformed aerospace engineering through intrapreneurial excellence.
Dr. Spencer Silver & Art Fry, 3M’s Post-it Notes
Dr. Spencer Silver, a chemist at 3M, invented a low-tack adhesive in 1968 that initially appeared to lack practical applications. However, Art Fry, a 3M colleague, recognized its potential as a tool for temporary bookmarks and note-taking. Leveraging 3M’s “15% free time” policy, which encouraged employees to pursue innovative ideas, Silver and Fry collaborated across departments to refine and develop the concept.
Despite early market resistance, their persistence paid off. Post-it Notes became one of 3M’s most iconic and profitable products, highlighting the power of intrapreneurial vision and teamwork. This success story exemplifies how a seemingly minor innovation can transform into a game-changing solution through creativity, collaboration, and determination.
“Constructive Rebels” Serving the Company?
An intrapreneur is often seen as embodying the role of a constructive rebel, challenging established norms to drive positive change within an organization. This practice, known as positive deviance (Cameron, Dutton & Quinn, 2003), involves intentionally deviating from standard procedures in honorable ways to benefit the company.
Operating “outside the box” brings three major benefits to any organization:
- By questioning the status quo, intrapreneurs uncover unconventional solutions, leading to rapid technological advancements and product enhancements.
- In dynamic business environments, intrapreneurs' willingness to deviate from norms enables organizations to remain agile and responsive to emerging challenges.
- Their rebellious spirit fosters a culture of openness and critical thinking, inspiring colleagues to contribute ideas and collaborate effectively.
Remember, in Star Wars, the Rebels are the good guys! Embracing such constructive nonconformity can transform perceived troublemakers into valuable assets, driving innovation and organizational success. By cultivating an environment that supports positive deviance, organizations can harness the full potential of their intrapreneurs, turning challenges into opportunities for growth and innovation.
Is intrapreneurship the ultimate leadership skill for the future?
Beyond his technical role, an intrapreneurial engineer is a ‘true’ leader with a corporate vision, balancing technical expertise with leadership. They foster innovation by challenging the status quo, often bypassing rigid internal processes or rules to streamline and optimize operations. By building a robust network of “allies” across departments, they leverage collaboration to advance projects and overcome resistance. Similarly to entrepreneurs, they embody resilience, open-mindedness, and strategic vision, delivering sustainable, value-driven solutions that align with organizational goals and stakeholders’ needs.
Some key benefits of intrapreneurship are:
- For Project Engineers:
- Empowerment: A stronger sense of personal ownership and contribution to meaningful contribution to the company.
- Skill Development: Exposure to cross-functional collaboration, strategic thinking, resilience, and risk taking (and so many other skills!).
- Enhanced Visibility: Meaningful projects will highlight their contributions to organizational success.
- Career Growth: Greater responsibility and leadership opportunities open up new career pathways, eventually as entrepreneur.
- For the Organization:
- Culture of Exploration: Encourages project engineers to think creatively and take initiative, reducing organizational inertia.
- Stronger Brand Identity: Organizations known for fostering intrapreneurship become magnets for top talent and innovative partnerships.
- Accelerated Innovation Cycles: Agile approach to the development and implementation of new ideas, as most companies never really get beyond their original business and soon or later disappears from the market.
- Increased Market Competitiveness: Intrapreneurial projects often lead to breakthroughs that differentiate companies in crowded markets.
Google is renowned for fostering an intrapreneurial spirit through initiatives like its famous '20% free time' policy, which allowed engineers to dedicate time to brainstorming and developing new projects. This approach contributed to innovations such as Gmail and AdSense.
Research on intrapreneurship has been growing, with studies highlighting its impact on organizational performance and innovation. For instance, the number of yearly publications on intrapreneurship increased from single digits until 2005 to 92 publications in 2023.
Implementing intrapreneurial initiatives can however be challenging due to internal resistance, lack of support, or insufficient resources, which may contribute to its lower visibility and discussion on public platforms.
Moreover, two prevailing trends are countering the intrapreneurial culture:
- External Partnerships: Many companies are pursuing innovation through collaborations with startups or acquisitions, perceiving this approach as more efficient and less risky.
- Open Innovation Practices: The growing emphasis on sourcing ideas externally has gained traction, potentially overshadowing internal intrapreneurial efforts.
Balancing external collaborations with internal innovation is crucial. Investing in intrapreneurs working within existing teams not only enhances their capabilities but also fosters a culture of continuous improvement and loyalty. By empowering internal talent and providing adequate resources, organizations can mitigate the challenges associated with intrapreneurial initiatives and ensure that both internal and external innovation strategies complement each other effectively.
Quizz 2: Discover your Intrapreneurial profile type
Similarly to entrepreneurs, intrapreneurs don’t fit a single mold. Some will stand out through their courage and risk-taking, while others excel by leveraging keen analytical skills and pragmatism to build robust solutions.
Understanding your approach to innovation or change is the first step in developing your intrapreneurial leadership, drive growth, become inspiring, and create impact! Whether you’re bold, strategic, pragmatic, or adaptable, these qualizties can serve as a foundation for driving innovation, overcoming challenges, and creating value within your organization. Take our second test to identify your dominant intrapreneurial profile!
Conclusion: Unlock Your Intrapreneurial Potential to fulfill your career Goals
As a project engineer, your role is key in driving your organization’s success through technical expertise and meticulous execution. However, imagine expanding your impact by embracing a mindset that not only solves problems but also pioneers innovative solutions from within. Intrapreneurship can empower you to transform from a supportive team member into a dynamic leader who challenges the status quo, identifies new opportunities, and spearheads transformative projects.
By keeping your constructive rebel attitude, adopting intrapreneurial leadership, you can leverage your unique skills—whether they be boldness, strategic thinking, pragmatism, or adaptability—to foster a culture of continuous innovation and growth. This approach not only enhances your personal and professional development but also contributes significantly to your organization’s agility, competitiveness, and long-term success.
Start thinking like an intrapreneur and become the catalyst for the next wave of innovation and excellence in your company!
Some recommended readings for (aspiring) Intrapreneurs
AETHER will open its own intrapreneurial leadership program through its XPLORERS platform. Meanwhile, if intrapreneurship is a new concept for you, we recommend these books:
- Intrapreneuring: Why You Don’t Have to Leave the Corporation to Become an Entrepreneur by Gifford Pinchot (The foundational book on intrapreneurship.)
- The Lean Startup by Eric Ries (Principles of agile and entrepreneurial thinking within organizations.)
- Start with Why by Simon Sinek (Understanding purpose-driven leadership and innovation.)
- The Innovator’s Dilemma by Clayton M. Christensen (A must-read on managing disruptive innovation.)
- Man’s Search for Meaning by Viktor E. Frankl (A profound exploration of purpose and perseverance.)
