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Intrapreneuring in Action: A Handbook for Business Innovation First Edition Edition

4 out of 5 stars 6 customer reviews
ISBN-13: 978-1576750612
ISBN-10: 1576750612
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Editorial Reviews

About the Author

Gifford Pinchot and Ron Pellman have been working together for almost 20 years to help hundreds of new products and new businesses reach their potential. They have assisted over half of the Fortune 100 companies become more intrapreneurial.

Gifford Pinchot is a speaker, consultant and author of the bestselling classic Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur (Harper & Row, 1985), which has been published worldwide in fifteen languages, and The Intelligent Organization (Berrett-Koehler, 1994), co-written with his wife Elizabeth Pinchot. He leads the firm Pinchot & Company, which trains intrapreneurial teams to succeed, helps managers to better foster innovation, and designs reward systems that encourage innovation and wise long-term management.

Ron Pellman is an inventor, entrepreneur, consultant and trainer whose career has focused on the management of innovation. He has shepherded over 300 new product, new business development and technology planning projects for leading companies in the U.S. and Europe. Now head of Pellman EnterpriZes, Inc., he worked for eight years as the president of Pinchot & Company, helping both large and small organizations rekindle their intrapreneurial spirit.

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Product Details

  • Series: A Handbood for Business Innovation (Book 1)
  • Paperback: 176 pages
  • Publisher: Berrett-Koehler Publishers; First Edition edition (January 1, 2000)
  • Language: English
  • ISBN-10: 1576750612
  • ISBN-13: 978-1576750612
  • Product Dimensions: 6.1 x 0.5 x 9.1 inches
  • Shipping Weight: 9.9 ounces (View shipping rates and policies)
  • Average Customer Review: 4.0 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #731,954 in Books (See Top 100 in Books)

Customer Reviews

Top Customer Reviews

Format: Paperback
I first encountered this book while in an "intraprise" training session provided by the author (Gifford Pinchot) and his team of consultants for my corporate business unit. The practice sessions, business plan training, and creativity training was basic but I could tell a lot of our team (of 30 senior managers) had never encountered this type of thinking. That's when it dawned on me - what I've treated as "common sense" really wasn't so common after all.
This book is rather short but it does provide a lot of practical theory on what I believe is a very basic concept - foster and SUPPORT creativity and innovation in the workplace. Let people build the proverbial "better mousetrap," in fact, be their biggest champion. It is only through creative, innovative, RADICAL thinking that we in the corporate world can ever hope to remain competitive. Unfortunately, most managers just don't get "it." It being the concept of investing time and money in people's creative ideas.
The only down side to this book is that it really isn't an action plan. It speaks a lot about creating an environment of creativity and innovation but doesn't spell out the "how." It merely explains the importance and emphasizes the fact that you need to champion said efforts.
If I had merely read the book and not gone through the training, I would have given this book 5 stars, based on the concept alone (which I STRONGLY support and implement). After receiving the training, I wondered how much practical experience the author really had. He appeared to struggle a LOT in the training and his sessions around creating a business plan were EXTREMELY lacking.
Due to the brevity of this work and the fact that it is not common knowledge, I have recommended it to all of my staff as a baseline understanding of a concept to which I am firmly committed.
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Format: Paperback
Anyone who claims innovation is easy is kidding himself. Commanding your employees to "be innovative!" is like shouting, "Quick - don't think about elephants!", and then wondering why their eyes glaze and minds go blank. More importantly, proponents frequently suppose that innovation begins and ends with creativity, thereby discounting the vast number of electrifying ideas that die unimplemented. Turning good ideas into corporate breakthroughs requires people committed to rolling up their sleeves and making the ideas work - the people eager to be the internal entrepreneurs.
These "intrapreneurs" are the subject and stars of Intrapreneuring in Action, the sequel, distillation, and augmentation of the classic Intrapreneuring. Recognizing that those who dominate language dominate thought, Gifford Pinchot and Ron Pellman embrace their neologism with quiet fervor, offering a sequence of rules, guidelines, examples, and observations on what it takes for the intrapreneur to clear internal hurdles and "make innovation happen within established organizations". Here the subtitle suits words to action: the volume is a true handbook, linking prescription to prescience when discussing such issues as the crucial role of sponsors, the design of "intraprise" workshops (a particularly strong chapter), and the opportunities to develop innovation within a structured process. The authors are also remarkably adept at offhand insights, ranging from "ask for resources before asking for advice" to "lower your status by lowering your height". If you've ever been intimidated by an overly tall boss who insists on delivering counsel from his personal mountaintop, then you'll recognize the truth in Pinchot and Pellman's advice.
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Format: Paperback
Gifford Pinchot and Ron Pellman describe a hands-on plan of action for moving from an idea's creation to its implementation in a company setting. They focus on the support an idea needs from an intrapreneur, who runs with the idea, whether he/she originated it or not. This individual is much like an executive producer who shepherds a film through the stages of development necessary for production. These stages include developing an intrapreneurial team to work on the project and getting sponsors throughout the organization to support it. Organizational leaders should act as "climate makers" to create a climate that supports innovation.
This well-written, well-organized book combines some basic principles about what makes innovation work with examples of companies that have effectively developed new ideas. It provides guidelines for what to do. The basic principles of innovation may sound familiar to anyone already involved in idea creation and development. However, this handbook provides a useful guide or reminder summarizing these basic principles and showing how to put them to work in any organization.
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