Corporate Entrepreneurship Notes
Corporate Entrepreneurship Video 1 Notes 2
CE Behavior, Process and Strategy Video 2 Notes 4
Role of Managers Video 3 Notes 6
Lecture 1 Notes 7
Lecture 2 Notes 8
Lecture 3 Notes 14
Lecture 4 Notes 20
Lecture 5 Notes 25
1
,Corporate Entrepreneurship Video 1 Notes
The idea of a sustained competitive advantage is obsolete
Firms need to embrace the notion of a transient advantage: launching new strategic
initiatives again and again, creating a portfolio of advantages that can be both built and
abandobned quickly
Corporate venturing - creating, investing in or adding to new businesses
1. Internal e.g. created by partners within the corporation Amazon
2. Cooperative e.g. owned by and created within Amazon but partnered with an
external party
3. External e.g. created by partners outside of the corporation
Strategic Entrepreneurship - long term view of value creation that results from
simultaneously engaging in opportunity-seeking (entrepreneurship) and advantage-seeking
strategic management) behavior
Initiatives can happen anywhere and everywhere, entrepreneurial behavior is critical
1. Strategic renewal
2. Sustained regeneration
3. Domain redefinition
4. Organizational rejuvenation
5. Business model reconstruction
Challenges of corporate entrepreneurship
Two cultures problem
1. Predictable environments - existing businesses - aiming at stability and efficiency
2. Adaptive environments - new businesses - surrounded by uncertainty and ill- defined
operational models
2
, Entrepreneurial Equilibrium - three kinds of balancing acts how corporations can grow new
businesses
1. Balance trial and error strategy formulation with rigor and discipline
2. Balances operational experience with invention
3. Balance new businesses’ identity with integration
3
Corporate Entrepreneurship Video 1 Notes 2
CE Behavior, Process and Strategy Video 2 Notes 4
Role of Managers Video 3 Notes 6
Lecture 1 Notes 7
Lecture 2 Notes 8
Lecture 3 Notes 14
Lecture 4 Notes 20
Lecture 5 Notes 25
1
,Corporate Entrepreneurship Video 1 Notes
The idea of a sustained competitive advantage is obsolete
Firms need to embrace the notion of a transient advantage: launching new strategic
initiatives again and again, creating a portfolio of advantages that can be both built and
abandobned quickly
Corporate venturing - creating, investing in or adding to new businesses
1. Internal e.g. created by partners within the corporation Amazon
2. Cooperative e.g. owned by and created within Amazon but partnered with an
external party
3. External e.g. created by partners outside of the corporation
Strategic Entrepreneurship - long term view of value creation that results from
simultaneously engaging in opportunity-seeking (entrepreneurship) and advantage-seeking
strategic management) behavior
Initiatives can happen anywhere and everywhere, entrepreneurial behavior is critical
1. Strategic renewal
2. Sustained regeneration
3. Domain redefinition
4. Organizational rejuvenation
5. Business model reconstruction
Challenges of corporate entrepreneurship
Two cultures problem
1. Predictable environments - existing businesses - aiming at stability and efficiency
2. Adaptive environments - new businesses - surrounded by uncertainty and ill- defined
operational models
2
, Entrepreneurial Equilibrium - three kinds of balancing acts how corporations can grow new
businesses
1. Balance trial and error strategy formulation with rigor and discipline
2. Balances operational experience with invention
3. Balance new businesses’ identity with integration
3
