Unlocking Innovation: Key Insights from Intrapreneuring Revisited by Gifford Pinchot

The paper Intrapreneuring Revisited (1986) by Gifford Pinchot. Pinchot delves into the concept of intrapreneurship, reflecting on its evolution and the challenges faced by intrapreneurs within large organisations. Pinchot, who originally coined the term, shares insights into how intrapreneurship has become a vital part of the modern workplace. In the following, I will summarise 10 key questions and answers from the interview, offering my analysis of each to highlight the paper's core themes around innovation, organisational dynamics, and leadership.

Question 1: What first motivated you towards thinking about intrapreneurship?

Answer: Gifford Pinchot was motivated by a combination of personal factors and curiosity about applying entrepreneurship inside large companies. He attended a course where the idea of intrapreneurship was mentioned but not fully explored, so he set out to figure it out himself.

Analysis: Pinchot’s curiosity and personal situation led to a breakthrough concept. This reflects the importance of curiosity and problem-solving in creating innovative ideas.

Question 2: Have your views changed on the role of intrapreneurs since you first thought of the idea?

Answer: Pinchot has come to see intrapreneurship as not just the role of an entrepreneur within a company, but a metaphor for how work is increasingly about using imagination and creativity. He also recognises the significant role teamwork plays in intrapreneurship, where leadership often comes from individuals within teams.

Analysis: The shift in Pinchot’s views suggests that the concept of intrapreneurship has grown, reflecting the evolving nature of work itself. It’s no longer just about individual entrepreneurs, but about fostering collective innovation.

Question 3: Don’t you find there is a conflict between the Chief Executive and the intrapreneur because of differences in priorities?

Answer: Pinchot notes that the true conflict is often between intrapreneurs and middle management. CEOs may want to support intrapreneurship but face resistance from middle management, which is ingrained in existing systems that focus on maintaining routine operations. To promote intrapreneurship, CEOs must dismantle these barriers.

Analysis: This highlights the structural issue within organisations, where resistance to change often comes from the management layers responsible for maintaining order. It’s not a lack of will from the CEO, but a lack of alignment within the organisation’s structure.

Question 4: Do intrapreneurs spend most of their time fighting senior management?

Answer: Pinchot acknowledges that intrapreneurs often face resistance from within their organisations but can make progress with the right support. They may need mentors or sponsors to help navigate these barriers and provide guidance.

Analysis: This underscores the idea that innovation is difficult within established organisations. Having supportive mentors and sponsors is key to helping intrapreneurs overcome the obstacles that traditional corporate structures impose.

Question 5: What advice would you give to Chief Executives to promote intrapreneurship?

Answer: Pinchot offers three pieces of advice for CEOs: first, they must understand the specific challenges within their organisation; second, ensure that sponsors are adequately rewarded; and third, they must address the fear that prevents employees from stepping out of line and taking risks.

Analysis: Pinchot’s advice is grounded in a practical approach to promoting bottom-up innovation. It’s about understanding the culture and the creative climate, incentivising support, and addressing the underlying fear that stifles creativity.

Question 6: What role do sponsors play in supporting intrapreneurs?

Answer: Pinchot explains that sponsors are crucial in helping intrapreneurs by facilitating their ideas and ensuring they get the necessary resources. Sponsors help intrapreneurs cross organisational boundaries and overcome resistance, ensuring that ideas can flourish.

Analysis: Sponsors are vital for intrapreneurs because they provide not just resources, but also the political capital needed to bring new ideas to life. Without sponsors, intrapreneurs may struggle to gain the support or protection they need within the company.

Question 7: What are the benefits for an organisation that embraces intrapreneurship?

Answer: Pinchot highlights that companies that embrace intrapreneurship are better positioned for long-term success because they can tap into the creative potential of their entire workforce. Without innovation, companies risk losing their competitive edge and eventually becoming obsolete.

Analysis: Pinchot underscores the critical role innovation plays in a company’s survival. Organisations that harness the creative potential of their employees are more likely to stay competitive and adaptable.

Question 8: How should organisations reward intrapreneurs?

Answer: Pinchot warns against singling out intrapreneurs, as it can cause jealousy and division within the company. Instead, organisations should ensure that intrapreneurs receive recognition and resources, but in a way that doesn’t isolate them from their colleagues. Rewards should be multifaceted, including recognition, promotion, and the freedom to pursue their ideas.

Analysis: This approach promotes a culture of shared success, where intrapreneurs are seen as part of a larger effort rather than isolated figures. It also addresses the need for a more nuanced reward system that recognises different forms of value beyond just financial profit.

Question 9: If the intrapreneur has a great product, why don’t they just take it to venture capitalists?

Answer: Pinchot suggests that many potential intrapreneurs recognise that their efforts may not be adequately rewarded within their company, which leads them to leave and pursue entrepreneurship outside the organisation. Cultural differences make this easier in some regions (like the US) than others (like Europe) – note, this paper was published in 1986.

Analysis: This insight shows the tension between intrapreneurs and their organisations, where a lack of support can push talented individuals to pursue opportunities elsewhere. It also highlights the cultural factors that influence the entrepreneurial landscape.

Question 10: Have your views changed on market research for intrapreneurs?

Answer: Pinchot acknowledges that while market research can be useful for incremental improvements, intrapreneurs need to conduct their own market research when developing novel, non-linear ideas. The key question they must ask is, “How can I get people to care about this?” rather than simply testing whether people like it.

Analysis: This approach emphasises the difference between testing existing ideas and pioneering new ones. It suggests that intrapreneurs need to engage directly with customers and iterate based on feedback, rather than relying solely on traditional market research.

In conclusion, the insights shared by Gifford Pinchot in Intrapreneuring Revisited offer a compelling roadmap for fostering innovation within large organisations. His reflections on the evolving role of intrapreneurs, the critical importance of support from leadership and sponsors, and the need for a culture that encourages risk-taking all underscore the centrality of creativity in the modern workplace. For organisations to thrive in an increasingly competitive environment, embracing intrapreneurship is no longer optional—it is essential. By removing barriers, rewarding innovation, and empowering intrapreneurs, companies can unlock the full potential of their workforce and stay ahead in an ever-changing business landscape. Pinchot's wisdom reminds us that innovation isn't just about creating new products, but about cultivating an organisational mindset that values and supports creative thinking at every level.

Pinchot, G. (1986) ‘Intrapreneuring revisited’, European Management Journal, 4(2), pp. 89–94. Available at: https://doi.org/10.1016/S0263-2373(86)80016-0.