Intrapreneurship - meaning the pursuit of entrepreneurial opportunities by corporate insiders leveraging organizational resources in alignment with the enterprise purpose - faces a set of unique challenges, many of them organizational in nature. Can increased organizational agility be a lever to make intrapreneurs more successful?
Many organizations seek to become more agile to support continuous change, dynamic adaptations to new market conditions, and an entrepreneurial empowerment of their workforce. HR obviously must have a crucial role in this transformation. But what are key levers the HR function must pull in order to have an impact?
Let's start with a hypothesis: Employee experience is what people will remember and tell others about the job and the organization ten years after they've left . If that’s true, there’s nothing wrong with benefits, perks, comfortable office chairs, etc., but those things probably don’t qualify as key drivers of employee experience.
One key ingredient of learning leadership from experience is reflection upon that experience based on feedback. Powerful feedback and productive reflection, however much invoked, are not that easy to get right. Especially in the beginning, they require time, careful consideration and a conscious approach to get something out of it.
No one, we believe, will challenge one of the key propositions at the heart of our Leadership Development Kit: that individual leadership skills are best developed through practice and experience on-the-job. In many leadership development initiatives, however, training leadership skills off-the-job still gets the majority of program planners’ attention.