corporate entrepreneurship: was etablierte unternehmen … · small and medium business owner...

Bayerischer Innovationskongress 2017

W ork in Progress!

Prof. Dr. Sean Patrick Saßmannshausen

Professur für Betriebswirtschaft und Entrepreneurship

OTH Regensburg

sean.sassmannshausen@oth- regensburg.de

Corporate Entrepreneurship: Was

etablierte Unternehmen von Start- ups

lernen können – und umgekehrt

Prof. Dr. Sean Patrick Saßmannshausen 1

S. 2

Motivation / Ausgangslage


S. 3

Invention Innovation ImitationPerfection

USA

Germany

South-East- Asia

Japan, Korea

National / cultural profiles of strength and weaknesses in the innovation cycle


S. 4


USA

Germany

South-East- Asia

Japan, Korea



S. 5


USA

Germany

South-East- Asia

Japan, Korea



S. 6


USA

Germany

South-East- Asia

Japan, Korea



S. 7


USA

Germany

South-East- Asia

Japan, Korea



S. 8


USA

Germany

South-East- Asia

Japan, Korea



S. 9

• Risk- avers Entrepreneurs and Enterprises

• Focus in invention- and innovation is on Optimizing existing portfolios, not on inventing new categories

• Dark side of the „Hidden Champion“ Phenomena: Being top innovative – but only in a very small nice market…

• Technology centered development – instead of Opportunity / driven innovation management systems (“Technology- vs. Innovation management”)

• Weak links in management between technological driven innovation arena and strategic reasoning and business model development

• Risk avers, “Technik- feindliche” public Opinion – “German Angst”

• Risk- und opportunity- avers population that is driven by maintaining the status- quo, safety and security

Potential reasons for Germany‘s weakness in new market innovation


S. 10

Innovation management asexecutive function

Recognizing, shaping or creating Opportunities

(unternehmerische Gelegenheiten)

OrganisationalLeadership

DelegationManagement of creativity and

Innovation

Strategic Leadership

Strategic direction of innovation (top down) and/or

selection of projects (bottom up / side in)

Gain time in order tobe able to ask theright questions, tothink aboutfundamental questions and topicture the future

Create infrastructural, corporate cultural, motivational andprocess- & structuralorganizationalrequirements

Which ideas andinventions will whenand how(and towhich extent) beimplemented? In-house or as Spin- off?


S. 11

Unter-nehmerischeGelegenheit

Existiert unabhängig

vom Entrepreneur

Wird durch den

Entrepreneurerschaffen


Natur unternehmerischer Gelegenheiten

„Discovery-View“

(Entdecken)

„Creation-View“

(Kreieren, „Enactment“)Theoretisch hätte jeder

auf die Geschäftsidee kommen können

Idee ist eng mit dem Individuum verknüpft

Corporate Domain Start-up Domain

S. 12

Wachstumsorientiertes, innovatives

Unternehmertum (Entrepreneurship)

Small and Medium Business OwnerManagement

(Klein- und Mittel Unternehmen)

Unt

erne

hmen

swer

t



Gründungsformen

„Kleinere“ Freiberufler und „Solo-Selbständige“

(Kleinstunternehmen)

Typisch: • Geschäftsmodell

„skaliert“ nicht – mehr Umsatz bedeutet meist auch proportional mehr Aufwand,

• natürliche Wachstumsschwellen

• geringe Anfangsinvestitionen,

• stabile Einkommenssituation

Typisch: • Mittleres Investition -

Niveau, • Unternehmens-

wachstum ebbt nach anfänglichem Erfolg ab und verharrt länger auf stabilem Niveau

• Typischer Produkt- / Markt-Lebenszyklus

Wachstumsorientiertes, innovatives

Unternehmertum (Entrepreneurship)

Typisch: • Hohes Investition -

Niveau, • Lange F&E-Phase bis

Markteintritt • Bei Erfolg

exorbitantes Wachstum und Wertsteigerung

• Innovationsbasiert• Dabei hohes Risiko

Unt

erne

hmen

swer

t

+

-

S. 13

Ursprung Kreativität Innovation Asymmetrien zw. Märkten Strukturelle Lücken Institutional

Entrepreneurship

Beschreibu

ng

Kunstgewerbe, Produkt‐Entwicklungen und Angebote die per se auf keine latente Nachfrage treffen; es bedarf nicht nur der Kreativität und Energie in Bezug auf das Produkt, sondern auch für seine Durchsetzung am Markt => Creative Enactment => hohes Risiko, nur schwer prognostizierbar

Innovationen bilden die Grundlage des Geschäftskonzepts. Produkte, die den Abnehmern bislang unbekannt waren werden in den Markt gebracht und durchgesetzt; trifft meist auf latente Nachfrage

=> The Entrepreneuras Disequilibrator =>Schöpferische Zerstörung

Entrepreneurenutzen Asymmetrien zwischen Märkten für Arbitrage‐Geschäfte mittels Handel, Produktion oder Dienstleistung; Die Gründungschance existiert objektiv und damit unabhängig vom Gründer

=> The Entrepreneuras Equilibrator =>Gründer macht sich ggf. selbst obsolet

In Märkten bestehenoder entstehen strukturelle Lücken, zwischen Angebots‐bestandteilen, die, oft als Nischen, zur strategischen Positionierung von Start‐ups dienen können, um solche Lücken zu schließen, z.B. Angebots‐ oder Dienstleistungslücken=> Netzwerke und Nischen => natürliche Preisobergrenzen

Typ A: Gründer nutzen institutionelle Veränderungen, z.B. Gesetzesänderungen als Geschäftschance; Typ B: Gründer schaffen neue, bislang unbekannte Handlungsoptionen und bewirken durch ihr Angebot institutionelle Veränderungen => Struktur‐verändernd innovativ=> Soziale Innovationen

BeispieleKünstler mit neuerMaltechnik, Bildhauer

Bayer (Aspirin)Daimler Benz (Auto)

Starbucks Trockenpilze

Adobe Acrobat ReaderFlottenmanagement

Typ A: FlixbusTyp B: Crowdfunding

AutorenKirzner & Sautet (2006), Henry (2007) Rae (2005)

Schumpeter (1911,1912/1997) Davidsson (2005)

Kirzner (1973/1978,2009); Shane 2003

Burt (1992/2009, 2000)Walker, Kogut & Shan (1997)

Carland et al. (1984)Davidsson (2005)



S. 14

Innovationen

„Red Ocean“

Improvingstrategic position

in existingmarkets

„Blue Ocean“

Creating newmarkets

Strategic LeadershipStrategic Leadership


S. 15

Areas of Risk Adjusted Business Planning

Areas of Business Planning

Idea: Product, Service

Ideation, Mock- up, Prototype, Serial

Prototype, Testimonials

Goals

Commercial, social, technological,

growth, potential exit

Business Model & Enterprise Structure

Canvas, valuecreation and

capturing, deal structure, sales

Resources

Needs, stages, sources, prices


CorporateDecision

Parameters

Start- up Decision

Parameters

Innovationsmanagement –Intrapreneurship –Corporate Entrepreneurship


S. 17Prof. Dr. Sean Patrick Saßmannshausen

Prozess Entstehung neuer Produkte

Corporate

Strategische Direktive

Interne Legitimierungs‐prozesse

Interne Barrieren

Entscheidung folgt Unternehmenspolitik

Interne Ressourcen‐bereitstellung,

internalisierte Risiken

Start‐up

Spontan, Prior Knowledge

Externe Legitimierungs‐prozesse

Externe Unterstützung

Entscheidung folgt Marktakzeptanz und

Befähigung

Externe Ressourcen‐bereitstellung,

externalisierte Risiken

S. 18

Quelle: Lynda Applegate, Janet Kraus, and Timothy Butler (2016) im Internet unter http://hbswk.hbs.edu/item/skills- and- behaviors- that- make- entrepreneurs- successful


Skills and Behaviors that Make Entrepreneurs Successful

Gründerpersönlichkeit – Forschung der HBS

S. 19Quelle: Lynda Applegate, Janet Kraus, and Timothy Butler (2016) im Internet unter http://hbswk.hbs.edu/item/skills- and- behaviors- that- make- entrepreneurs- successful


Skills and Behaviors that Make Entrepreneurs Successful


S. 20

1.Identification of Opportunities. Measures skills and behaviors associated with the ability to identify and seek out high- potential business opportunities.

2.Vision and Influence. Measures skills and behaviors associated with the ability to influence all internal and external stakeholders that must work together to execute a business vision and strategy.

3.Comfort with Uncertainty. Measures skills and behaviors associated with being able to move a business agenda forward in the face of uncertain and ambiguous circumstances.

4.Assembling and Motivating a Business Team. Measures skills and behaviors required to select the right members of a team and motivate that team to accomplish business goals.

5.Efficient Decision Making. Measures skills and behaviors associated with the ability to make effective and efficient business decisions, even in the face of insufficient information.

6.Building Networks. Measures skills and behaviors associated with the ability to assemble necessary resources and to create theprofessional and business networks necessary for establishing and growing a business venture.

7.Collaboration and Team Orientation. Measures skills and behaviors associated with being a strong team player who is able tosubordinate a personal agenda to ensure the success of the business.

8.Management of Operations. Measures skills and behaviors associated with the ability to successfully manage the ongoing operations of a business.

9.Finance and Financial Management. Measures skills and behaviors associated with the successful management of all financial aspects of a business venture.

10.Sales. Measures skills and behaviors needed to build an effective sales organization and sales channel that can successfully acquire, retain, and serve customers, while promoting strong customer relationships and engagement.

11.Preference for Established Structure. Measures preference for operating in more established and structured business environments rather than a preference for building new ventures where the structure must adapt to an uncertain and rapidly changing business context and strategy.


11 dimensions of Entrepreneurial Leadership (zum Nachlesen):



Was motiviert Menschen generell, jenseits der Triebe?

Gründungsmotivation

S. 22

ABCD- Schema

a. The drive to Acquire mehr erlangen, sichpers. u. materiell entwickeln

b. The drive to Bond Zugehörigkeitsgefühl, Team

c. The drive to Comprehend Sinnhaftigkeit der Tätigkeit

d. The drive to Defend Verteidigen, was erreicht wurde


Was motiviert Menschen generell, jenseits der Triebe?


Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review, 86(7/8), 78.

S. 23

• Underlying assumption Acting entrepreneurially and being creative is

something people choose to do (or not). Top management of an organization can influence that

choice by the corporate environment that it creates.

• Fostering environment Enhances organizational members’ perceptions of entrepreneurial action and creativity as both feasible and desirable.

Entrepreneurial Intentions and Creativity in Existing Organizations



Vier Grundformen der Grü ndungsmotivation


Gründungs-motivation



Outside Discouragements

Inside Encouragements

Disadvantages Ideas

Gründungs-motivation

Vier Grundformen der Grü ndungsmotivation


Grün-dungs- idee

Grü nderperson: Expertise Motivation Kreativität

Prior Knowledge (Vorwissen)Vgl. Shane 2003: General Theory.

Corporate Innovation Walls


S. 33

Why? Confronted with creative ideas, human beings in organizations often have:

• Anxieties

• Contrary opinions

• Constant or acute fears

• Concerns about changing status and resources

• Basic skepticism about all new ideas

• An attention problem due to constant information overload they feel they can’t deal with more / with new ideas

Thus, human nature and group dynamics often work against creative ideas.

Creative ideas often get shot down in organizations

See Kotter, J.P. (2010), Harvard Business Review, Oct., p. 129.


S. 34

Five common strategies in shooting down creative ideas

Denial andingnorance

Fear‐mongering

Death byDelay Confuse Ridicule

See Kotter, J.P. (2010), Harvard Business Review, Oct., p. 132.

Strategies can be combined or carried out in sequence, strategies may be executed unconsciously due to basic human behavior and perceptions or

due to an creativity-unfriendly environment


S. 35

Christensen et al., HBR, Jan. 2008


S. 36

Dissatisfaction with aspects on one’s job often motivates launch of a new venture.

Experience leads to the ability to recognize / sense opportunities early (intrinsic, non- tacit knowledge)

Such experienced managers / employees sense opportunities

This applies especially to managers /engineers that have combined technological experience and market/distribution/customer knowledge

Intrapreneurs can‘t convince top management of opportunities

Can‘t acquire corporate resources in a timely manner.

Corporate red tape barriers.

Demotivation and job exit of best talents.

Launch of new competitor.

The Challenge I


S. 39

Corporate Entrepreneurship – The two- sided Challenge

Demotivated Intrapreneurs Lack of strategic

Innovations


S. 40

• Resistance against flexibility, growth, and diversification can, in part, be overcome by developing a spirit of entrepreneurship within the existing organization.

A method of stimulating, and capitalizing on, individuals in an organization who think that something can be done differently and better.

• Increase in corporate entrepreneurship reflects an increase in social, cultural, and business pressures.

• Hyper competition with “Red Queen Effects” has forced companies to have an increased interest in certain areas:

New product development.

Diversification.

Increased productivity.

Decreasing costs by methods such as reducing the company’s labor force.

Additional Causes for Interest in Corporate Entrepreneurship


S. 41

• Entrepreneurs diverge significantly from the bureaucratic organization in: Nature of the enterprise they search. Opportunism. The institution. Individuality, Life style, need for independence, A- type

behavior. Need for direct feedback and accountability.

• Ethics and ethical behavior of the entrepreneur is also of importance.

Entrepreneurs’ Background and Characteristics: Personal Values


S. 42

• Consist of the following four key elements: Creativity: encouragement of creativity, open minded atmosphere

Innovativeness: refers to product and service innovation, with emphasis on development and innovation in technology.

Self- renewal: transformation of an organization through renewal of the key ideas on which it is built.

Pro- activeness: includes initiative and risk taking, competitive aggressiveness and boldness – particularly reflected in orientations and activities of top management.

To achieve new business venturing in terms of corporate venturing; refers to creation of a new business within an existing organization.

Corporate Entrepreneurial Endeavors


S. 43

The Intention to Act Entrepreneurially

• Entrepreneurial intentions: motivational factors that influence individuals to pursue entrepreneurial outcomes.

• Perception of feasibility leads to an entrepreneur’s self- efficacy. Entrepreneurial self- efficacy: conviction that one can successfully

execute the entrepreneurial process. Perceived desirability: degree to which an individual has a

favorable or unfavorable evaluation of the potential entrepreneurial outcomes


S. 44

Leadership driven:entrepreneurial

corporate culture, vision and identity

Leadership driven:entrepreneurial

corporate culture, vision and identity

fostering creativity and

filling a pool of new ideas

fostering creativity and

filling a pool of new ideas

entrepreneurship trainings for

(future) corporate entrepreneurs

entrepreneurship trainings for

(future) corporate entrepreneurs

opportunity identification, creation and

valuation

opportunity identification, creation and

valuation

pool of risk capital= corporate

venture capital+ Mentors and

promoters

pool of risk capital= corporate

venture capital+ Mentors and

promoters

inside out and outside in

development of new businesses

inside out and outside in

development of new businesses

Start exploitation of opportunities Start exploitation of opportunities

internalize new business units or

exit

internalize new business units or

exit

adopt appropriate reward system,

esp. for corporate entrepreneurs and

innovators

adopt appropriate reward system,

esp. for corporate entrepreneurs and

innovators

Exemplatory Elements forCorporate Entrepreneurship


S. 45

Organization positive towards frontiers of technology.

New ideas encouraged.

Trial and error encouraged.

Failures allowed.

No opportunity parameters.

Resources available and accessible.

Multidiscipline teamwork approach.

Long time horizon.

Volunteer program.

Appropriate reward system.

Sponsors and champions available.

Support of top management.

Climate for Corporate Entrepreneurship


S. 46

Entrepreneurial Orientation –a model related to CE


S. 47

Value

Profit

Propo-

sition

People

The three Strategy Propositions


Vielen Dank für Ihre Aufmerksamkeit


sean.sassmannshausen@oth- regensburg.de

48

corporate entrepreneurship: was etablierte unternehmen … · small and medium business owner...

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