Corporate Entrepreneurship →

Field-Level Paradox and the Co-Evolution of an Entrepreneurial Vision

Swiss watchmaking embodies the classic strategic paradox created by the introduction of new technology: the choice between resisting and defending, or embracing and prospecting. This paper offers a model for how fields and organizational leaders experiencing similar paradoxes can adapt to environmental change while still preserving valuable aspects of their past success.

Rocket-tunity: Can Private Firms Turn a Profit in Space?

Private rocket companies are competing to be the first to send paying tourists into space, perhaps even this year. Matthew Weinzierl lays out the strategic roadmap to the stars. Open for comment; 0 Comments.

How Big Companies Can Outrun Disruption

Large companies can be easy targets for disruption, but Gary Pisano says there are steps that can keep them ahead of the innovation curve. Rule 1: Don't emulate startup cultures. Open for comment; 0 Comments.

Using Fintech to Disrupt Eastern Bank from Within

When Eastern Bank decided to battle a threat from new competitors, it hired a fintech executive to set up Eastern Labs and start innovating. Karen Mills discusses her case study on what happened next. Open for comment; 0 Comments.

Corporate Social Entrepreneurship

Accelerated organizational transformation faces a host of obstacles well-documented in the change management literature. Because corporate social entrepreneurship (CSE) expands the core purpose of corporations and their organizational values, it constitutes fundamental change that can be particularly threatening and resisted. Furthermore, it pushes the corporation's actions more broadly and deeply into the area of social value creation where the firm's experiences and skill sets are less developed. The disruptive social innovations intrinsic to the CSE approach amplify this zone of discomfort. Fortunately, the experiences of innovative companies such as Timberland and Starbucks show how these challenges may be overcome. Key concepts include: Values-based leadership, the synergistic generation of social and economic value, and strategic cross-sector alliances are key ingredients to achieving a sustainably successful business. For companies to move their corporate social responsibility (CSR) activities to the next level, they need to rethink their current approaches to CSR, tapping into the creativity of each individual. Like all entrepreneurship, CSE is about creating disruptive change in the pursuit of new opportunities. It combines the willingness and desire to create joint economic and social value with the entrepreneurial redesign, systems development, and action necessary to carry it out. Closed for comment; 0 Comments.