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The Roles of Individual Knowledge and Corporate Entrepreneurship as Competitive
Advantages
Heather Simmons JonesMHRD 830, Dr. Bronack
Fall, 2010
Competitive Advantages:Overview
Elements of a Learning Organization
Rise of Learning Organizations
What is Individual Knowledge
What is Corporate Entrepreneurship
Case Study-FGP International
Barriers for Adoption of the Concepts
Summary
What is a Learning Organization? An organization that facilitates the learning
of all its members and continuously transforms itself –Pedler, Burgoyne, and Boydell
An organization where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together-Senge
Why a Rise in Popularity? Competitive Environment
The fight for survival amongst competitors to do more with less
Rate of ChangeThe ability to adopt new ideas and have the
flexibility to make changes quicklyPersonal Fulfillment
The desire to keep employees engaged and fulfilledDemand for Creativity and Innovation
The need for new products and services to support an ever-changing world
Individual Knowledge: What and Why
What:An individual’s intellectual capitalExpertise of the individual within the organization
Example: Senior-level accountantWhy:Maximize the potential of the individuals and the
company in order to achieve ever-changing objectivesPeople transfer information more readily “in” than
“between” organizationsThe ability to transfer knowledge across an
organization quickly
Corporate Entrepreneurship:What and Why
What:The process whereby an individual or group of
individuals, in association with an existing organization, create a new organization or instigate renewal or innovation within that organization-Sharma
A “big-bet” as outlined by PorterWhy:Means of accumulating, converting and leveraging
resources for competitive purposes Developing and using product, process, and
administrative innovations to rejuvenate and redefine the firm and its markets or industries
Case Study: FGP International
Then Now1982-Began with
Executive Placement in Textiles and Apparel
Added Information Technology
Only Recruited Senior and Middle Management
Dying Industry SectorsLittle Diversification in
Company
Executive Placement in Engineering, Finance, Accounting, HR, Sales, Marketing, Non-profit, and Healthcare
Added Temporary StaffingAdded Outplacement and
TransitionAdded HR ConsultingWell Diversified Company
FGP International:Individual Knowledge and Corporate Entrepreneurship as
Competitive Advantages
Create the combination of culture and climate that maximizes organizational learning on how to create superior customer value in dynamic and turbulent markets-DeGeus and Dickson
Mission to MarsTransferred individual knowledge from tenured
employees and heard feedback from employees joining the team from other industry sectors
Surveyed client needs and received feedbackLooked at competition and opportunities for new
products and services
FGP International:Individual Knowledge and Corporate Entrepreneurship as
Competitive Advantages
Mission to Mars, contd.
Encouraged employees to think innovatively and
establish new business lines and niche focuses
Rewarded employees for creative approaches to
increased productivity
Asked the team to be externally focused at all times
Encouraged employees to take “big-bets” with
support
FGP International:Individual Knowledge and Corporate Entrepreneurship as
Competitive AdvantagesEstablishment of Core Values
1. Dedicated client focus2. Possess an entrepreneurial spirit3. Live with a passion for winning4. Build authentic relationships5. Create opportunity and financial wealth6. Consistently show integrity…to build client trust Encourage use of “individual knowledge and
corporate entrepreneurship” as competitive advantages
“Exceed customer expectations by providing value” identified as third competitive advantage at FGP
Barriers for moving towards a Learning Organization where Competitive Advantages Thrive
Egos and hierarchy must be laid aside
Size of organization is important
Managers must become dissatisfied with mediocrity
Has to possess organizational buy-in in order to work
Champions must feel supported by management
Shared understanding of change by all parties
Broad consensus amongst all levels
SummaryOrganizations are well-served by moving to a
learning organization
Organizations benefit from identifying their
competitive advantages
Deeper research and study should be given to the
empirical data that shows financial gain from
corporate entrepreneurship so that leaders see a $
value to this engagement
Questions
????
-Thank you