need to be encouraged to learn in the same manner as the entrepreneurial
organisation does -
By taking risks, experimenting and
adjusting their behaviour on the basis of what succeeds and what does not”
organisations must address two fundamental, equally vital tasks:
. providing efficient DELIVERY of existing products and services profitably and
. undertaking continuous SELF-RENEWAL (which is an entrepreneurial activity).
challenge facing organisations, therefore, is how to retain the culture of
efficiency, cost effectiveness and quality while marrying it to a more
entrepreneurial culture, however diametrically opposed in character they may be.
This workshop is based on exploring and seeking solutions to this dichotomy, using participants’ experience of the current organisational culture as the springboard for developing new entrepreneurial concepts, skills and behaviour. The skills for self-renewal differ from those for efficient delivery of today’s services. Rational managerial skills (planning, organising, controlling) apply more to the delivery function be cause we can know in advance what we want to achieve.
self-renewal, conversely, is open-ended - we cannot know in advance what new
product will sell; we have to be more intuitive than rational; we need to take
more open-ended, risky and exploratory action. We
need to develop new concepts of leadership for the entrepreneurial task of an
organisation. ‘Top-down’ leadership must cede to ‘bottom-up’ leadership,
where empowered ‘knowledge-workers’, networking with each other and with
customers, count more than position in the hierarchy. Organisational
learning is an essential component of entrepreneurial self-renewal.
managers regard ‘learning’ as knowledge acquisition or personal development.
In a dynamic entrepreneurial business, it should be seen as ‘how the
organisation adjusts to market feedback’ - thus as taking trial and error
action in the uncertain, real world and adjusting according to feedback.
component will form a foundation for the learning on this workshop.
the top management team attend a workshop prior to this one for department
managers in order to
understand the issues of changing to an entrepreneurial culture,
work out plans for supporting actions decided upon by them
consider the effects the new culture will have on jobs and HR function, and
define the new intrapreneurial culture.
last session on this workshop is designed to allow a dialogue between
participants and top management.
an ‘intrapreneurial’ project of some kind be designed for completion as part
of the pre- and post-programme
work. Criteria for selection of the project would be discussed with senior
as part of the finalisation of the programme content and details.
to define and understand the
to develop individual, team and
organisational learning skills
to develop intrapreneurial skills -
innovation, risk-taking, leadership,
improvisation, flexibility, learning
and creative thinking skills
to understand preferred work styles and
their impact on entrepreneurship
to develop teamworking skills
to find new ways to do things and
to prepare participants to act as
entrepreneurs for obtaining new business
© 2004 SYMFONYS Group Updated 23 October 2004