Nevertheless, such communica- business units. A closer look at the models illustrates how they help companies build corporate entrepreneurship in different ways.
As with the enabler and advocate models, an objective is to encourage latent entrepreneurs. The producer model is not without its share of challenges and risks. Without sufficient support from senior management, promising concepts can end up as casualties of conflicts with established businesses.
It was spun off from Bristol-Myers Squibb Co. If a company seeks to conquer new growth domains, discover tion is essential.
But the producer model also aims to protect emerging projects from turf battles, encourage cross-unit collaboration, build potentially disruptive businesses and create pathways for executives to pursue careers outside their business units.
After the vision is set, a company needs to delineate specific objectives.
Together the two dimensions generate a matrix with four dominant models: opportunist, enabler, advocate and producer. Nonetheless, other second is resource authority: Are projects funded from a dedicated corpo- organizations have had success using the enabler rate pool of money or in an ad hoc manner, perhaps through business-unit model.
First, make sure that it is organized to create a real career advancement pathway for you. If no uncertainty exists, then an organization is simply not innovating. Project teams often become isolated and can be perceived as threats to existing business units, particularly when they have pilfered top talent.
Together the two dimensions generate a matrix with four domi- example, have found that dedicated funds for in- nant models: opportunist, enabler, advocate and producer.