ENTREPRENEURIAL MINDSET, CULTURE, AND LEADERSHIP

7/23/2019 ENTREPRENEURIAL MINDSET, CULTURE, AND LEADERSHIP

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Presented by :Andika Dyah Paramita - 1406513224 | Angela Jessica Stephanie - 1406513

Annisa Ayuningtyas - 1406588654 | Anugrah Adeputra - 1406588686

Arsya Chairunnisa - 1406513312 | Arieta Aryanti - 1406513294

Ayu Meriany Savitri - 1406513331 | Camelia Indah - 1406513376

Entrepreneurial MindsetEM

Entrepreneurial CultureEC

Entrepreneurial LeadershipEL


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Content Coverage

Entrepreneurship &Entrepreneurial Mind Set

Corporate

Entrepreneurship

Entrepreneurial StrategyGenerating and Exploiting New Entries

Strategic

Entrepreneurship

The Innovators D5 skills of Disruptive Inn

The DNA For The W

Most Innovative C


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Entrepreneurship &Entrepreneurial Mind Set


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The Nature of Entrepreneurship

Entrepreneurial opportunities

Entrepreneurial action

Entrepreneurial thinking

Knowledge:

Prior knowledge

Motivation:

Personal

strategy

Third person

opportunity

Knowledge

assessment

Motivation:

Desirability

assessment

Ent

a

o


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How Entrepreneur

Think structurally1.Superficial similaritie2.Structural similarities

Engage in bricolage

Effectuate1.Causal process

2.Effectuation process

Cognitive adaptive


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EntrepreneurialIntentions

The motivational

factors that influenceindividuals to pursueentrepreneurialoutcome

1. Entrepreneurialself-efficacy

Feasibility2. Perceived

desirabilityDesirability

Entrepreneurbackground andcharacteristics

Education

Age

Work history

Role msuppo

Role m

Suppoo Mo

ne

o Prosu


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Entrepreneur whosfocused on preserving

life support, and commsustainability in the pperceived opportunitibring future products,and service into existegain where gain

(entrepreneurial actiobroadly construed to economic and non ecoto individuals, the ecoand development of s

Sustainableentrepreneurship


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How to being smart entrepreneur?

1. Pick you paranoattention to the(the most imporyou business)

2. Paranoia paramworrying obsessmisplaced paranthe degree of se

3. Practical paranoevaluate everyth

4. Advice to an ent question 4 th

What me worry?The Power of Paranoia

Paranoia is one of the key trait

in entrepreneurial success

Paranoia avoid you for beingcomplacency


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Corporate

Entrepreneurship


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Corporate Entrepreneurship

Why

Individual tends to search responsibility and strong need for individualexpression and freedom in work environment

Corporate Entrepreneurship

stimulating, capitalizing on, individuals in an organization who think thasomething can be done differently and better

Key Elements- New business venturing new business- Innovativeness technology innovation- Self-renewalorganizational change- Proactiveness initiative and risk taking


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Entrepreneur vs Traditional Managem

Entrepreneur Management Traditional Manage

Strategic orientation Resources do not constraint the

strategic thinking

Use the resources e

Commitment to opportunity Entrepreneurial orientation toward

opportunity

Place considerable

information from d

and analysis

Commitment to resources Minimize the resources that would

required in a pursuit ofopportunity

Commit large scale

opportunity

Control of resources Less concerned about the

ownership and more about having

access to others resources


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Entrepreneur vs Traditional Managem

Entrepreneur Management Traditional Manag

Management structure Organic few layers of

bureaucracy

Formalized bureau

Reward philosophy Compensate based on their

contribution toward opportunity

Compensate based

responsibilities

Growth orientation Desire to growth at rapid pace Prefer at a steady a

growth

Entrepreneurial culture Encourage creative ideas andoutputs

Interested in ideasaround controlled

Unlikely to have purely entrepreneurially managed or purely traditiona

most firms fall somewhere in between


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Operates on frontiers of technology

Trial and error encouraged

No opportunity parameters

Multidiscipline teamwork approach

Volunteer program Sponsors and champions available

New ideas encourage

Failures allowed

Resources available an

Long term horizon

Appropriate reward sy

Support of top manag

Characteristics of anEntrepreneurial Environment


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Understands the environment

Creates management options

Encourages open discussion Persists

Is visionary and flexible

Encourages teamwork Builds a coalition of su

Leadership Characteristics ofCorporate Entrepreneurs


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Entrepreneurial StrategyGenerating and Exploiting New Entries


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The set of decisions, actions, and reaction that first generate and then exploit o

a new entry in a way that maximizes the benefits of newness and minimizes its

Knowledge

Otherresources

Resources

bundle

Assessment of

new entry

opportunity

Entry strategy

Risk reduction

strategy

Organization

Stage 1 : New entry generation Stage 2 : New entry exploitation

Stage 3 : Feedback loop of resources


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Stage 1 : New entry generation

Resources

Knowledge :

Market knowledge

Technological knowledge

Entrepr

ResoResources bundle :

Valuable

Rare

Inimitable

the ab

obtain a

recom

resourcbundle

valuab

and ini

GENERATION OFA NEW ENTRY OPPORTUNITY


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Assessment of

new entry

opportunity

Stage 2 : New entry exploitation

Entry strategy Develop a cost advantage

Face less competitive rivalry

Can secure important channels

Better positioned to satisfy customers

Gain expertise through participation

Risk reduction

strategy

Market scope : A narrow-scope

strategy & broad-scope strategy

Imitation strategy : franchising

Organization Liabilities of newness :

cost in learning new task,

increased conflict

Assets o

increase

learn ne

A NEW ENTRY EXPLOITATION


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Strategic

Entrepreneurship


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Strategic Entrepreneurship

Entrepreneurial

Mindset

Entrepreneurial

Culture

&

Entrepreneurial

Leadership

Managerial

Resources

Strategically

Applying

Creativity and

Developing

Innovation

Competitive

Advantage

simultaneous opportunity-seeking and advantage-seeking behaviors to create wealth


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A way of thinking about businesson and captures the benefit of un

Key Components

Entrepreneurial opportunitiesservices, raw material, method

Entrepreneurial alertness flsuperior insight (feasible / unexvaluable) habitual entrepren

Real options logic

enhancflexibility

Entrepreneurial framework opportunity register, timing cused across projects & time

EntrepreneurialMindset


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Entrepreneurial

Mindset

Entrepreneurial

Culture

&

Entrepreneurial

Leadership

Entrepreneurial Culture

New ideas and creativity areexpected

Risk taking is encouraged

Failure is tolerated

Learning is promoted

Product, process, andadministrative innovations

are championed Continuous change is

viewed as a conveyor ofopportunities

Entrepreneu

Nourish oncapability

Protect innthreateninbusiness m

Make sensopportunit

Question t

Revisit thesimple que

Link entrepstrategic m


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Entrepreneurial

Mindset

Entrepreneurial

Culture&

Entrepreneurial

Leadership

Managerial

Resources

Strategically

Resources :

Financial Capital: all monetary

Human Capital: capability, knowexperience

Social Capital: internal & exter

3 Stages of Managing Resources

Structuring resource portfolio

accumulating, and divesting)

Bundling resources (organize r

shape of firm capability & mai

competitive advantage)

Leveraging Capabilities (to ma

opportunity recognition and e

among firm functions )


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Creativity

A continuous procesmanage diverse matinformation, and rec

of opportunities Bisociation : action t

to creativity and subinnovation result fro

Entrepreneurial

Mindset

Entrepreneurial

Culture&

Entrepreneurial

Leadership

Managerial

Resources

Strategically

Applying

Creativity and

Developing

Innovation

Innovation

Disruptive innovationrevolutionary changegoods or services

Sustaining innovationincremental changeprocess


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The Innovators DNA5 skills of Disruptive Innovators

T DNA


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Challenging

the status quo

Taking risks

Questioning

Observing

Networking

Experimenting

Associational

thinking

THE INNOVATORS DNA MODEL FOR

GENERATING INNOVATIVE IDEAS

COURAGE TO

INNOVATE

BEHAVIORAL SKILLS COGNITIVE SKILL TO

SYNTHESIZE NOVEL INPUTS


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Discovering Skill #1

Associating

-The Innovators DNA


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Associating

Ability to makesurprising connections

across areas ofknowledge, industries,even geographies

Innovators DNA Model

of Generating Idea


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Medici Effect

Creative Explosion in Florencewhen the Medici Family broughttogether people from a widerange of disciplines

As these individuals connected,new ideas blossomed in the

intersections of their respectivefields

Renaissance

Ideas Conferences


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Innovators not only

frequented places like TED

Literally constructed TED in

their heads

Creating a Personal Medici

Effect

Best Predictor : How often people engaged in


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Best Predictor : How often people engaged in

the other discovery skills ?

Why isnt all enterprise software like

Facebook and Twitter?

Lazaridis got the idea for Blackberry as he listened to someone

talking about Future Trends in Wireless Data Transfer

Schultz got the Starbucks Idea when he was

observing Espresso Bars in Italy


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Dynamics behindthe search of NewAssociations

Creating OddCombinations

Zooming In and Out

Lego ThinkingInnovative entrepreneurs often exhibit the c

do two things at once:

Dive deep into the details

Fly high to see how the details fit into the

picture

Zooming In and Out

Put together seemingly mismatched ideas to

compose surprisingly successful combination

Creating Odd Combin


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Lego Thinking

Absolute quantity of ideas does not always

translate into highly disruptive ideas.

WHY???

You cannot look in a new direction by looki

harder in the same direction


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Lateral Thinking


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Tips for Developing Associating S

Force new associations

Take on the persona of a different company

Generate metaphors

Build your own curiosity box

SCAMPER!


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Questioning

-The Innovators DNA


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Questioning

Tactic #1: Ask What is? Questions?

Tactic #2: Ask What caused? Questions?

Tactic #3: Ask Why and Why Not Question

Tactic #4: Ask What if? Questions?


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Tips for Developing Questioning

Tip #1 Engage in QuestionStorming

Tip #2 Cultivate Question Thinking

Tip #3 Track your Q/A Ratio

Tip #4 Keep a Question Centered Notebo


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Observing

-The Innovators DNA


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TATA NANO

The worlds cheapest car

HOW Ratan Tata, chairIndias Tata Group, gain

powerful insight that in

worlds cheapest car?

OBSERV


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OBSERVING: UNDERSTANDING THE JOB TO BE DON

Functional Social Emo

INNOVATIVE SOLUTION


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How can someone getbetter at observing?

Actively watch customer to see whatproducts they hire to do what jobs.

Learn to look for surprises oranomalies.

Find opportunities to observe in a newenvironment.

TIPS FOR DEVOBSERVATIO

Observe customer

Observe companies

Observe whatever strik

Observe with all your s


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Discovering Skill #4Networking

-The Innovators DNAWhat a person does on his own, without being stimulated by

the thoughts and experiences of others, is even in the best of

cases rather paltry and monotonous.

Albert Einstein

Idea Networking


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Idea NetworkingFIGURE 5-1 Networking differences between discovery- and delivery-driven executives

DISCOVERY-DRIVEN EXECUTIVES

Why they network: Ideas

Learn new, surprising things

Gain new perspectives

Test ideas in process

Whom they target: People who are not like them

Experts and nonexperts with very different

backgrounds and perspectives

DELIVERY-DRIVEN EXECUT

Why they network: Resource

Access resources

Sell themselves or their comp

Further careers

Whom they target: People who are like them

People with substantial resou

power, position, influence, etc

Idea Networking


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Idea Networking

FIGURE 5-2 Comparison of idea networking skills for

different types of innovators and noninnovators

0

10

20

30

40

50

60

70

80

90

100

Start-up

Entrepreneur

Corporate

Entrepreneur

Product

Innovators

Process

Innovators

Noninnovators

Innovators score

Percentile

FIGURE 5-2 Bridging gaps in social network

Innovative

entrepreneur

N

Medi

Network Country

A

B

Network in health & n

NetworkDifferent Country


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#1: Expand thediversity of your

network

#2: Start amealtime

networkingplan

a

c

#5: Invite anoutsider

#6: Cross-train

with experts

TIPS FOR

DEVELOPINGIDEA NETWORKING

SKILLS

Effective idea

networkers also plan to

find new ideas thru

Tap Outside Experts

Attend Idea NetworkingEvents

Form Personal NetworkingGroup


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Discovering Skill #5Experimenting

-The Innovators DNAI havent failed ...Ive just found 10,000 ways

that do not work.

Thomas Edison

Experimenting FIGURE 6-2 Three ways tha


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Experimenting

FIGURE 6-2 Comparison of experimenting skills for

different types of innovators and noninnovators

0

10

20

30

40

50

60

70

80

90

100

Start-up

Entrepreneur

Corporate

Entrepreneur

Product

Innovators

Process

Innovators

Noninnovators

Innovators score

Percentile

Sample items:

1. Has a history of taking things apart to see how they work.

2. Frequently experiments to create new ways of doing things

EXPERIMENTING

Try Out New Expe

Take Apart ProdProcesses, and

Test New Ideas Throand Prototyp

experiment

Useful for generatin

Useful for generatin

Useful for generating

business ideas to see


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TIPS FOR

DEVELOPING

EXPERIMENTING

SKILLS

#1: Crossphysical borders

#2: Crossintellectual

borders

#5: Buildprototypes

#6: Regularly

pilot newideas

#7: Go trendspotting


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The DNA For The Worlds

Most Innovative Companies

Companies


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Compromising many people

building the code for

Innovation

Companies

Big Companies vs Innovative Compa


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Businessweek Rank

Rank #1 Apple

Rank #2 Google Rank #3 Microsoft

Rank #4 Toyota

Rank #5 GE

Innovation PRank

Rank #1 Amazon

Rank #2 Apple Rank #3 Google

Rank #4 P&G

Rank #5 Starbuc

Big Companies vs Innovative Compa

Investor Insight


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Could you give us insight

into which companies that

you believe are most likely to

produce new service?

Investor Insight

MarketValue

CashFlows

InnovationPremium


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Inventive PEOPLE

ExperimePROCES

Institutional YPHILOSOPHI

Senior Executives lead the innovative charge &

excel at discovery


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excel at discovery

Monitor & Maintain adequate proportion of

high discovery-quotient people in every level,

area & stage

Forming

OrganizationCulture

People

Philosop

hiesProcess

Process explicitly encourage

employees to associate,

question, observe, network &

experiment

Processes are design to hire,

train, reward & promotediscovery-driven people

Philosophy 1

everyones jo

Philosophy 2

part of innov

Philosophy 3

properly org

project team

Philosophy 4

in pursuit of


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ENTREPRENEURIAL MINDSET, CULTURE, AND LEADERSHIP

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