Creating Entrepreneurial Work Environments

BEIJING CAMBRIDGE CASABLANCA CHICAGO DELHI DUBAI HONG KONG JOHANNESBURG
LONDON LOS ANGELES MADRID MOSCOW MUMBAI MUNICH NEW YORK PARIS RIYADH
SAN FRANCISCO SÃO PAULO SEOUL SHANGHAI SINGAPORE TOKYO TORONTO ZURICH

Creating Entrepreneurial Work Environments
Executive Seminar for MILE
Jeddah, March 28, 2011

Copyright © 2011 by Monitor Company Group, L.P.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical, photocopying,
recording, or otherwise — without the permission of Monitor Company Group, L.P.
This document provides an outline of a presentation and is incomplete without the accompanying oral commentary and discussion.
COMPANY CONFIDENTIAL

Agenda

 Objectives for the Day and Introductions 8:30

 Intro to Entrepreneurship: Why Entrepreneurship Matters 9:00
(interactive presentation)

– Exercise one: Entrepreneurship as a Strategic Choice 9:30

– Report out and Plenary Discussion 10:00

 Getting it Right: The Key Levers for Entrepreneurship 10:30

– Exercise two: Barrier and Enablers in your Organization 11:00


 Closing Remarks 12:00

MILE Executive Seminar on Corporate Entrepreneurship Copyright © 2011 Monitor Company Group, L.P. — Confidential 2

Today’s Objectives
We are here because we believe in entrepreneurship. Today we hope to emphasize
why it matters, illustrate how to do it better, and have fun

 Understand of why entrepreneurship matters in a corporate environment

 Review the barriers to nurturing entrepreneurial behavior among your employees

 Learn practical ways to make your work place more entrepreneurial, through case
studies and vibrant idea sharing

 Put your own ideas to the test through some exercises with your peers

 Have fun!


Introductions: Who We Are

Francesco Fazio Joel Finlayson Neil Pearse

James Carty Noura Al-Turki Dr 3M, MILE


Agenda










Entrepreneurship is at the essence of strategy

Relentlessly
explore
new and
different ways
to compete and grow

Defining Entrepreneurship… in Your Own Words (1/2)
Q1: In your own words, how do you define entrepreneurship?

“Ability to start new businesses, having the right
intuition for new market opportunities, and having the
courage to invest in new technology, with creativity”

“Creating a new business… with limited
resources and maximum freedom”

“Taking the initiative to commit oneself (and other
resources) to a high-potential venture which entails
a significant level of uncertainty and risk, and
persisting to see it through to successful completion”

Source: Monitor Survey on Entrepreneurial Environments in the Middle East. Executive Seminar, Jeddah, March 28.


Defining Entrepreneurship… in Your Own Words (2/2)
Q1: In your own words, how do you define entrepreneurship?

“A wonderful, but difficult experience that a lot of people
desire, but few will ever try”

“Creating a think tank environment to develop
ideas and ventures… trying new things, and
experiment”

“Utilizing knowledge, experience and ideas
to develop businesses that earn money”

“Undertaking risks … in an innovative way …working for
oneself or for a company”



Myths and Truths about Entrepreneurship
Entrepreneurship is more commonly associated with start-ups... not large organizations

Myths Truths

“Entrepreneurship only An increasing number of
exists in small, start-up large companies are
type companies” becoming Corporate
(e.g., large companies require Entrepreneurs
rigid systems and controls) (maintained entrepreneurial
focus and reinvented themselves)

“Due to regulatory and There are numerous
cultural factors, examples of high-growth,
entrepreneurship does not driven entrepreneurs in
exist in the Middle East” the region
(e.g., fear of failure or losing face, (barriers exist, however, especially
stifling regulatory environments) for state owned companies)


Entrepreneurial Environments Matter
Entrepreneurial environments benefit employees, companies and ultimately the economy

Employee Benefits Company Benefits

 Higher Satisfaction, as they are provided  Ability to react faster, to market
with greater responsibility early on
changes

 Greater commitment, as they feel valued Benefits  Better, broader innovation,
and part of the team to the through improved collaboration; and from
Economy everywhere in the firm, not just R&D
 Increased learning & development,
as they try and experiment new ideas
 Lower employee churn

 Improved performance, as they feel  Higher return on human capital
more ownership for their own actions


Barriers to Entrepreneurships
Barriers still exist particularly within large (monopolies or formerly state owned)
enterprises

Direct Influence Indirect

Cultural Organizational Educational Regulatory

Very hierarchical Inefficient process
Cultural focus on Education system
structures; no for launching new
consensus thinking; focused on learning
incentives/rewards businesses or ideas,
risk adversity; fear by repetition vs.
for entrepreneurial low ease of doing
of failure critical thinking
behaviors business

With deliberate plans and good design, you can drive change


Enablers of Entrepreneurial Organizations
Successful entrepreneurial firms start by making entrepreneurship an explicit strategic
choice

DIRECTION
 Making entrepreneurship an
explicit strategic choice

Entrepreneurial
ARCHITECTURE BEHAVIOR
Organizations
 Targeted incentives  Collaboration
and rewards and sharing of
 Flexible, rotational
ideas
programs  Taking risks and

 Open workspaces
celebrating
failures


Who’s Doing This?
We have looked at a number of entrepreneurial initiatives run by some of the world’s
leading organizations

Examples of
Entrepreneurial
Environments


What we Have Learned
We have identified 5 common themes to create entrepreneurial environments

Conventional

1 Leadership from the top
‫‏‬ (Direction)

2 Right Incentives and Rewards
‫‏‬ (Architecture)

(Architecture /
3 Employee Self-Direction
‫‏‬
Behavior)

4 “Celebrating” Failures
‫‏‬ (Behavior)

5 Workspace Design

Bold


1 Leadership from the Top
The Theory
Top management plays the primary role in the development of entrepreneurial
environments

 Makes entrepreneurship a
strategic choice
 Sets the example
Direction
 Sets expectations
 Sponsors initiatives

 Leverages existing
assets (e.g. brand,  Encourages risk-taking
people, infrastructure) Architecture Behavior
 Fosters a culture of trust
 Provides access to and collaboration
capital


Amazon Performance Review
Amazon has grown in the largest online retailer in the world, giving substantial return to
its shareholders
Stock Price of Amazon and its Competitors, June 1997– Mar 2011
200 10000

Amazon
Amazon has outperformed
ebay
the market and E-bay on
NASDAQ Index the success of the kindle 7500
Stock Prices USD

NASDAQ Index
100 5000

2500

0 0
Jun-97

Jun-98

Jun-99

Jun-00

Jun-01

Jun-02

Jun-03

Jun-04

Jun-05

Jun-06

Jun-07

Jun-08

Jun-09

Jun-10
Dec-10
Dec-97

Dec-98

Dec-99

Dec-00

Dec-01

Dec-02

Dec-03

Dec-04

Dec-05

Dec-06

Dec-07

Dec-08

Dec-09
Source: Capital IQ; Yahoo Finance


Amazon Strategy: Entrepreneurship at Every Level
Entrepreneurship as a
Strategic Choice
What are our goals
and aspirations? Where are we going
to play? How are we going
to win? What are the
required
 Originallyto be the capabilities?
world’s leading Channel: Online Only
online bookstore… Culture: … to foster
 Foster entrepreneurial entrepreneurship
Categories:
… then to become behaviors & employee
 Consumer goods:  Provide employees
the leading online Books & CDs… tools driven ideas freedom to decide
retailer  Digital media
Entrepreneurship at
 Electronics  Develop internal
 To enter one new every level:
… innovation platform
business each year  Product development:
… for peer review
(e.g. Android App Hosted (3rd party)
Store launched Geography: merchants, Prime, EC2..
March 25th)  Expand internal
 Procurement:
 50% US
Manufacturer sourcing investment platform
 50% International
 Fulfillment: Flat fee
for employee ideas
(Europe #2, Asia #3)
annual delivery
 Technology: CRM
Innovation
 HR: (see next column)


Jeff Bezos’ Commitment to Entrepreneurship

2005 “Amazon excels at different kinds of entrepreneurship –
from creating new ways to doing business… to making
small changes that improve the online store.”

2007 “Not all executives are committed to making
entrepreneurship a top priority … the difference
Jeff Bezos, CEO between a company whose CEO and leadership team
have an “all-in” mentality on entrepreneurship, and
the one who is not, is unmistakable – and so is the
impact on the company’s culture and results.”

2009 “We have entrepreneurs at every level of Amazon.
This does not necessarily mean that every employee is
responsible for creating the next breakthrough
product. It does mean everyone must look for and find
ways to do their work better than it’s ever been done
before, and to do that as often as possible


Results of Entrepreneurship at Amazon

2010 “Passion and innovation seem to go a long way. We could have been satisfied
with revolutionizing the way we find and buy books…. but we wanted to
revolutionize the way we read them too”


3M Performance Review
3M has outperformed the market the market in the last 10 years, and has enjoyed a
rapid recovery post 2009 recession
Stock Price of 3M and its Competitors, Feb 1968 – Mar 2011

120 3M has outperformed 15000
3M competitors on its
EI DuPont de Nemours & Co. (Du Pont) relentless focus on new 12500
Avery Dennison Corporation product introductions
90
Stock Prices USD

NYSE Index

NYSE Index
10000

60 7500

5000
30
2500

0 0
Feb-68

Apr-71

Jun-74

Jun-85

Jun-96

Jun-07
Aug-88
Aug-77

Aug-99

Aug-10
Nov-72

Oct-80

Nov-83

Oct-91

Nov-94

Oct-02

Nov-05
Sep-69

Jan-76

Mar-79

Jan-87

Mar-90

Jan-98

Mar-01

Jan-09
May-82

May-93

May-04
Source: Capital IQ; Yahoo Finance

3M Strategy: Diversification Leads the Way
Entrepreneurship as a
Strategic Choice
What are our goals
and aspirations? Where are we going
to play? How are we going
to win? What are the
required
 Exceed market capabilities?
growth Geography :
Corporate Culture: … to foster
 Invest in emerging
 Generate 30% of entrepreneurship
markets (Brasil, China,  Nurture innovation
revenue from new
India, Indonesia)  Provide (some)  15 % Time Allocation
products in past five
 Expand in international employee autonomy Option for individual
years
mature markets  Remove the stigma projects
 Growth in all six from failure
Key Industry Emphasis:  Dedicated corporate
business divisions
 Consumer & Office Invest in the future: seed capital for new
 Display & Graphics  Dedication to R&D ideas
 Healthcare  New venture funding
 Members of new venture
 Communications  Localize labs and
research facilities teams that do not
 Industrial &
succeed are guaranteed
transportation Safety
Cost Control: their jobs
 Safety, Security and
 Reducing
Protection Services  Maintain R&D spending
manufacturing costs
 Shorten supply chain
of US$1B

A History of Entrepreneurship

1902 2010

Minnesota Mining and William L. McKnight
Manufacturing Co. CEO, 1929-1966
Legendary,
Inspirational Leader

Flexible Sandpaper

“At 3M, we stimulate ordinary people to
produce extraordinary performance”.  USD 27 billion sales
 60,000 Products; 20+ brands
"Hire good people and let them do their job in
their own ways. And tolerate mistakes"  500 new products per year

"We do think innovation is more than an  R&D 5-7% of Sales, 2x average manuf.
accident, and that you can create the right  30% sales from new products in last 5-year
entrepreneurial environment for it”.


Strategic Importance of Entrepreneurship
Entrepreneurship matters a lot to a few, and a little for everybody. Regardless of your
company size, and your industry, entrepreneurship can drive significant advantage

A lot for a few: truly disruptive business
models (e.g. Amazon); high growth
industries (e.g. internet, high tech)

In the middle: transformative
businesses in industries with some
degree of competition and growth
Entrepreneurship
at the core of the
business A little for everybody: marginally
incremental business models; deeply
competitive, low growth industries

Even in the periphery, however,
companies can derive great value
from entrepreneurship – see 3M


Agenda










Exercise One: Entrepreneurship as a Strategic Choice

Exercise One: Entrepreneurship as a Strategic Choice
Part 1: Table Discussion (30 min)
Name: _____________
 Map your company on the 2x2 Organization: _____________
 Discuss amongst your table partners:
– How important is entrepreneurship Critical
in your organization, and why?
– How good do you feel your company
is at nurturing entrepreneurship?
How Important Is
Entrepreneurship?

Part 2: Report-out and Q&A (30 min)

 A volunteer from each table will report
the key insights from the conversation Marginal
 Plenary discussion and Q&A as a group Novice Expert
How Good Are We at
Entrepreneurship?


Agenda










Key Levers for Entrepreneurial Environments

Conventional



(Architecture /
‫‏‬
Behavior)


5 Workspace Design

Bold


The Theory
Ensuring adequate rewards – beyond pure financial rewards - can incentivise employees
to behave in a more entrepreneurial manner

 Pay rises / Bonuses
Financial
 Target driven compensation
Rewards
…

What  Awards / prizes
motivates Psychological  Public recognition
people? Rewards …

 Empowerment

Satisfaction  Increased autonomy
…


Rewarding Performance “The Vodafone Way”
Shifted the work culture of employees towards greater entrepreneurship, customer focus

 High employee engagement
& satisfaction
“The Vodafone Way”
– Employee Engagement: 76%
– Vodafone Pride Index: 83%
 Defines key behaviors & Example behavior: Senior leaders – Manager Index: 72% (experience
goals for employees spend one day a month in a retail that managers create for their teams)
store with employees and customers

 Quarterly performance  Career advancement:
reviews and – Development Index: 71%
recognitions – 40% from Inspire promoted
to more senior roles (2010)
 “Inspire” talent
management program  Low turnover (13%)
for top performers
Example recognition in the
Vodafone Sustainability Report.
 Senior management diversity
Total of 85 heroes in 2009 (26 nationalities)

Note: Vodafone was founded in 1982, operates in 70 countries, has 330 million subscribers; it employs 85,000+ globally; USD 70 Bn sales
Source: Interviews with Vodafone executives and employees. Vodafone Annual Report. 2009 Annual Vodafone People Survey (82% response rate). Monitor Analysis


Incentivizing and Empowering Employees
Provides incentives based on customer satisfaction, and empowers employees to think
on their feet

 Consistently pleases
extremely discerning
clientele (“guest who
already have domestic
help”)

 Regularly receives
international awards for
its management and levels
 Group’s hotels ranked monthly on the basis of of guest service
customer service; year-end rankings determine the
employees’ annual bonuses  Entrepreneurship built on
 Employees are empowered to think on their feet and combination of incentives
respond to customer needs and empowerment

Note: Founded in 1963, operates 42 hotels, 10,000 rooms in 27 countries; USD 840 Mn sales.
Source: Interviews with Mandarin Oriental executives and employees. Mandarin Oriental Annual Report. Monitor Analysis


The Theory
Allowing employees to direct themselves – within reason - in the activities they perform

Self-direction….
… gives employees a sense of trust,
autonomy, and responsibility

… fosters unconstrained, creative
thinking

… improves employee morale

Examples
 Autonomy over (some) time
 Allocation to special projects
 ...


2o% time policy at Google
Google’s 20% time policy provides employees with substantial flexibility, giving engineers 1 day a
week to work on a project of their choice

“20% Innovation Time” A video on Google

 Engineers encouraged to take 20% of time to
work on something company-related that
they are passionate about
– Engineers can try to convince others to join their
project

“Fifty percent of what Google launched in the second
half of 2005 actually got built out of 20% time”
http://www.youtube.com/watch?v=aOZhbOhEunY&feature=related
- Marissa Mayer, VP of Search Products

Note: Founded in 1998, processes over 1 Bn data requests per day; 25,000 employees globally; US 24 Bn sales
Source: Google Website and Annual Report, * Marissa Mayer, Google VP of Search Products (speaking in June 2006) Monitor Analysis


Atlassian “FedEx Day” Challenge
Encourages risk-taking and creative thinking through a special, regular competition

“FedEx Day” Challenge
 Special challenge run every quarter
 Developers have 24 hrs to deliver a
working software prototype
 Ambitious projects are encouraged
 Learnings are shared and discussed as a
team
Everyone presents; Atlassians vote
their favorite “FedEx delivery”

Real generation of Expands people skills Improves employee morale;
new ideas and creativity breaks the “routine”

Note: Atlassian is an Australian software company; 225 employees in Sydney, S. Francisco , Amsterdam; 20,000 customers in 134 countries; USD 59 Mn sales
Source: Company Reports, Economic Times, Monitor Analysis


A Video on Atlassian

A video on Atlassian (between min 5-7)

http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=channel


4 Celebrating Failures
The Theory
Learning to accept failure - as an opportunity to learn - provides employees with the
confidence to take the risks necessary to be successful entrepreneurs

Fear of Failure Learning from Failures

 Redefine failures as
opportunities to learn
 Share lessons learned
with others
 Encourage employees to
take more risks

Achieving this transition is difficult; one way to start is to identify
one or two champions within the organization, that are willing to
share their “failure” stories


Tata “Dare To Try” Award
Tata has implemented a unique award designed to encourage risk-taking and reward
failures

DARE TO TRY AWARD

To the most daring team which
made a sincere and valiant attempt Winner honored by Chairman
for a major innovation, but failed Ratan Tata, at a widely
broadcast corporate function

“The company has found the means to reward risk-takers and, to a large
extent, extinguish the fear of failure” - Tata group publication

Improves employee Unleashes creativity and
confidence and risk taking desire to try new things

Note: Tata is a multinational conglomerate; it comprises of 114 companies across 80 countries; operates in chemicals, steel, cars, IT; USD 67 Bn Sales
Source: Company Interviews and Reports; Economic Times; Monitor Analysis


BMW “Creative Error of the Month” Award
From 1990 to 1993, BMW broke down traditional mindsets at the Regensburg, Germany
factory by rewarding courageous, well-planned ideas that took risks but ultimately failed

Frees employees from
routines and rigid
structures

Promotes optimistic, risk
friendly attitudes
“Everyone is allowed to make mistakes, and to take
calculated risks” Shifts from a climate of
fear to a climate of trust
“If an innovative project carries only an 80/20,
70/30 or even a 60/40 chance of succeeding, but
you have thought it through carefully and are well
prepared, then go ahead and try it.”

Note: The Creative Error of the Month Award was originated by Gehard Bihl and executed for 3.5 years under his supervision until his departure from the company.
During that period, 12 awards were handed out to employees within the factory based on the criteria that the failure was due not to simple error but a risky idea.
Source: Bihl, G., Werteorientierte Personalarbeit. Strategie und Umsetzung in einem neuen Automobilwerk, Munchen, 1995, S. 130.


5 Workspace Design
The Theory
Physical space matters

Where would you do your best work?

or

“It’s easier to be productive, creative and happy at work in a colourful, organic,
playful environment than in a grey, linear, boring one.”
- Alexander Kjerulf, Designer


5 Workspace Design
Key Design Principles and Benefits
Redesigning the physical office workspace to be more adaptable and flexible can help
encourage greater collaboration and creative thinking
Design Considerations
 Overall space: open, bright, easy to walk
around
 Cubicals/offices: glass walls; open offices
 Social areas, break rooms: open, spacious,
inviting;
 Think-rooms: big white-boards, where
employees can gather, share ideas, etc.

Direct Benefits Additional Benefits
 Cost to build out is often lower  Recruiting
 Affords a sense of "transparency“  Retention
 Fosters informal interaction  Brand Building
 Efficiency*

* Recent sustainability studies suggest shared spaces are more efficient than people working remotely

5 Workspace Design
An Illustration: Red Bull London

Moving from floor to floor: a slide
Note: Red Bull is an Austrian company that sells energy drinks. Its products are sold in 160 countries. It has 6,900 employees; USD 4.5 Bn Sales


5 Workspace Design
An Illustration: ANZ Head Office, Melbourne

Note: ANZ is the fourth largest bank in Australia. It has presence in almost 30 countries. It has 40,000+ employees; USD 10 Bn Sales

5 Workspace Design
Impact on Entrepreneurship at Telenor
Telenor relocated 6,000 employees from 40 separate locations into a new, innovative
facility, significantly improving employee collaboration and knowledge sharing

% of Employees who State New Flexible
 Created the region’s most innovative &
100 Workspace had a Positive Impact on their…
effective work environment,
incorporating: 80
– Open and flexible workspace solutions 60
– New, flexible work patterns
40
– A new, uniform ITC platform

across BUs
within BU
20
 Employees are allocated to one of 200
0
flexible workspace units Productivity Work Work
Contentment Quality
Work
Creativity
Communication
& Collaboration
Knowledge
Sharing

Note: Founded in 1855, Norwegian mobile telecom operator; 195 million subscribers in Scandinavia, Europe and Asia; 34,000 employees; USD 17 Bn sales
Source: Telenor website, SINTEF Building and Infrastructure study, Monitor Analysis


Agenda










Exercise Two: Barriers and Enablers in Your Organizations

Exercise Two: Barriers and Enablers in Your Org.
Part 1: Table Discussion (30 min)
Name: _____________
 Write down 1-3 things you could try in Organization: _____________
your organization
 Discuss amongst your table partners: Typical Barriers 5 Key Enablers

– What barriers to entrepreneurship  Fear of Failure 1. Leadership from the Top
are you facing in your organization?  Lack of senior support 2. Incentives and Rewards
 Lack of Employee Interest 3. Employee Self-Direction
– What might you try to overcome
 Misalignment of Incentives 4. Celebrating Failures
them, and why?
 Lack of autonomy 5. Workspace Design
 Lack of funding
Part 2: Report-out and Q&A (30 min)  Etc.

What are you going to try in your organization
 A volunteer from each table will report tomorrow morning? Fill in at least 3 ideas
the key insights from the conversation
 Plenary discussion and Q&A as a group Idea 1: ___________________
Idea 2: ___________________
Idea 3: ___________________


Survey Findings Review
Fear of failure, lack of incentives impede entrepreneurial behavior
Lack of employee interest possibly driven by fear of failure and misaligned incentives
provide the biggest barriers to entrepreneurship overall

Q12: What are the most significant barriers of internal entrepreneurship at your firm?

Fear of failure

Lack of employee interest

Misalignment of incentives

Education

Lack of autonomy

Lack of senior support

Corporate policies

Lack of internal competition

Lack of funding

Physical office layout


CAS-COD-Prez-Date-CTL Copyright © 2011 Monitor Company Group, L.P. — Confidential 45

How would respondents make firms more entrepreneurial?
Q13: If you could change one or two things in your organization to
make it more entrepreneurial, what would you do?

“Share strategy company wide.”

“Using a structural, rather than opportunistic, approach with
time lines and sufficient resources.”

“Solicit, encourage, and actively develop new or
adjacent business ideas solicited from employees.”

“Allow business unit heads the freedom to move within
their budgets and hold them accountable to results only.
No micromanagement.”
“Incentivize risk taking (not recklessness).”

“Accept failures and learn from mistakes.”



What’s keeping change from happening?
Q14: Why do you think your organization has not taken the direction
you just recommended above?

“Past success is leading the way.”

“Too focused on achieving targets.”

“Lack of trust in business unit heads.”
“High turnover.”
“Short-term focus.”

“Too focused on continuing ‘business as usual’.”

“Nothing. We’re working on this full speed …. Started reaping the rewards
with notably higher innovation and risk taking since last year.”



Agenda










Recap of What We Learned
3 Types of Enablers of Entrepreneurial Organizations
Successful companies build their entrepreneurial environments on three types of
enablers: direction, architecture, and behavior

DIRECTION
 Making entrepreneurship an
explicit strategic choice

Entrepreneurial
ARCHITECTURE BEHAVIOR
Organizations
 Targeted incentives  Collaboration
and rewards and sharing of
 Flexible, rotational
ideas
programs  Taking risks and

 Open workspaces
celebrating
failures


5 Levers – from Conventional to Bold - to Spur Entrepreneurship

Conventional



(Architecture /
‫‏‬
Behavior)


5 Workspace Design

Bold


Strategic Importance of Entrepreneurship
Entrepreneurship matters a lot to a few, and a little for everybody. Regardless of your
company size, and your industry, entrepreneurship can drive significant advantage

A lot for a few: truly disruptive business
models (e.g. Amazon); high growth
industries (e.g. internet, high tech)

In the middle: transformative
businesses in industries with some
degree of competition and growth
Entrepreneurship
at the core of the
business A little for everybody: marginally
incremental business models; deeply
competitive, low growth industries

Even in the periphery, however,
companies can derive great value
from entrepreneurship – see 3M


Revisiting Your Positioning on the 2x2
Where do you feel are in this map now? What caused your assessment to change
from the beginning of the case? And why?

Critical

How Important Is
Entrepreneurship?

Marginal
Novice Expert

How Good Are We at Entrepreneurship?

Positioning of the Case Studies on the 2x2

Critical

How Important Is
Entrepreneurship?

Marginal
Novice Expert

How Good Are We at Entrepreneurship?
Source: Monitor Analysis


Thank you. For More Information About this Topic

Published: March 2011
 Entrepreneurship has become a
key strategic choice for many
companies today, but building an
entrepreneurial workplace as an
established company is
challenging

 Growth at Work identifies the
critical barriers to building an
entrepreneurial environment,
and explores 5 key levers
managers can pull to overcome
them
Francesco Fazio, ffazio@monitor.com
Joel Finlayson, jfinlayson@monitor.com
Neil Pearse, npearse@monitor.com


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