Today I had the opportunity to attend an Innovation Symposium culminating a 125 year anniversary celebration at North Carolina State University. While NC State is the arch rival of my alma mater, UNC, it is a great university located in my hometown. One of the recurring themes today as presidents of other land grant universities took their position at the podium was how many schools have done a good job of incorporating the business community into campus life–particularly as it relates to launching novel startups with a research basis made possible by the work of faculty and students. An outgrowth of that theme was the concept that more corporate citizens needed to catch the entrepeneurial spirit and turn it into intrapreneurial initiatives.
When I did an internet search for examples of universities partnering with businesses in intrapreneurship, one of the results was a story from Louisville, Kentucky. Beth Avey, the Executive Director of the Kentucky Indiana Exchange said in a blog post on their website, “Over the years I’ve often heard people talk about how the corporate culture stymies creativity and new ideas, and how companies lose their most talented people in pursuit of more innovative opportunities. Well, in our region there are employers doing just the opposite.”
What a great idea! Companies who are tuned into the need of workers to have their ideas heard and implemented–regardless of whether the workers hold a management or traditional R&D role. Would that all companies embraced the challenge to foster intrapreneurial activity! Avey goes on to illustrate:
The Kentucky Indiana Exchange (Kix) has long sought to showcase the great entrepreneurial spirit of our region, but what about the “intrapreneurial” spirit of our employers? Maybe it’s a concept that some of you are aware of, but it was unknown to me until a recent visit to Signature HealthCARE as a member of the 2013 class of Leadership Louisville.
When we arrived for our monthly gathering, we were given the opportunity to select one of several regional employers, and I chose Signature. I had heard so much about the company — the decision its leaders made to move the headquarters to the region; the work they were doing with the University of Louisville to foster innovation and business start-ups in the long-term care industry; and about their leader, CEO Joe Steier, a Louisville native who guided the company’s move to Kentucky.
We spent much of the morning with our host Joe Barimo, the VP of Corporate Learning. His passion for the company was quite apparent. We then visited with what seemed to be the entire senior leadership team, including Joe Steier. We had a terrific exchange, learning about the company, their move to Louisville and Signature’s three organizational pillars – Learning, Spirituality and Intrapreneurship. Learning and Spirituality were certainly two concepts with which I was familiar, but not “Intrapreneurship.”
It’s the idea of acting like an entrepreneur within a larger organization where employees are expected to be innovative, to take risk and pursue the development of innovative products or services within the company. This style of management allows the employees to feel as if they’re part of something bigger, as well as something they have a stake in. Traits like conviction, zeal and insight are encouraged. As a result, employees become more likely to try the kinds of approaches they might take if they were running their own business. The end result can be a breakthrough technology or a new and profitable product line.
What a great lesson in visionary leadership. How can it be applied to your organization? Your alma mater? Your business community?