Looking for a way to separate yourself from the crowd? Taking on an intrapreneurship mindset may be just the answer you need. This webinar delves into what intrapreneurship really means and how developing entrepreneurial characteristics can be beneficial to your career success. The webinar is presented by USQ staff member, Dr Paul Newbury. To see more from the Beyond the Books Online Series, visit our website. https://www.usq.edu.au/webinars

3. CRICOS QLD 00244B | NSW 02225M TEQSA: PRV12081
How an ‘intrapreneurship mindset’ can
separate you from the crowd
with Dr Paul Newbury
Senior Project Coordinator
Ignition (Entrepreneurship) Project

4. Dr Paul Newbury
Senior Project Coordinator, USQ Ignition Project
Qualifications:
PhD University of Queensland
PGDip Strategy & Innovation University of Oxford
PGDip Entrepreneurship University of Cambridge
MBA Deakin University
MInfoTech QUT
BCommerce Griffith University
CPA CPA Australia
GAICD Australian Institute of
Company Directors
Industry & Academia:

5. Session Overview
1. USQ Ignition Project
2. What is ‘intrapreneurship’?
3. Traits of successful intrapreneurs
4. Applying an ‘intrapreneurship mindset’
5. Know your organisation and industry
6. Barriers, obstacles and challenges
7. Questions and discussion

6. Ignition (Entrepreneurship) Project
Purpose:
Provide opportunities for students to:
• cultivate an entrepreneurial mindset; and
• develop skills to create, nurture & grow business ideas.
Entrepreneurship 101 Series
• Startup Essentials (6 x videos & 2 webinars)
• Perfect Your Pitch (2 webinars & startup pitch competition)
• Other topics under development (e.g. digital marketing etc)
Various Startup Events (Online & on-campus, e.g. bootcamps)
3 Year USQ Entrepreneurship Strategy
Website https://www.usq.edu.au/entrepreneurship

7. What is Intrapreneurship?
“Intrapreneur is an entrepreneur within an already
established organisation.” (Pinchot, 1985)
“The intrapreneur focuses on innovation and
creativity, and transforms an idea into a profitable
venture, while operating within the organisational
environment. Thus, intrapreneurs are ’inside
entrepreneurs’ who follow the goal of the
organisation. (Pinchot, 1978)
“Intrapreneurs are the "secret weapon" of the
business world”(Koch, 2014) Video 1:
Foster corporate entrepreneurship

8. What are some characteristics of an intrapreneur?
• Drive change
• Abide by set rules and/or guidelines
• Problem solver
• Narcissistic

9. Traits of Successful Intrapreneurs
1. Freedom to act, not money, is the key to their
motivation.
2. Don’t wait for the change, they drive it!
3. They seed and nourish their ideas until ready
to be shown.
4. Visualise and map solutions
5. In turbulent times, they find new strategic
directions.
6. They are authentic and have utmost integrity.
Video 2:
6 Traits of Intrapreneurs

10. 5 Ways to apply an intrapreneur
mindset in your organisation
1. Understand your own company!!!
2. Evolve your organisation from the
inside out (‘organisational ambidexterity’)
3. Don’t be afraid to experiment
4. Build informal leadership as the
resident problem solver
5. Move away from command-and-control
leadership

11. Know Your Industry Sector
Attributes:
• A knowledge base, technologies and an existing
or potential demand.
• A set of actors carrying out market and non-
market interactions through processes of
communication, exchange, cooperation,
competition and command.
• The interactions are shaped by formal and
informal institutions;
• The system undergoes processes of change and
transformation through the co-evolution of its
elements.
(Adapted from Malerba, 2002)
Sectoral Systems Model

12. DEMAND
INSTITUTIONS
Formal:
Informal:
TECHNOLOGY & KNOWLEDGE
Traditional Paradigm:
Emerging Paradigm:
ACTORS & NETWORKS
Actors (Firm & Non-firm):
Networks:
SECTORAL SYSTEM MODEL (TEMPLATE)
Industry Sector: _________________
For what?
By Whom?
Measures?
Historical Trend?
Future Trajectory?
Sectoral change/evolution ??? Challenges to assumptions ???

13. Technology & Knowledge
Traditional Paradigm:
Linear Electricity Supply Chain
* Large power station (Coal/Gas/Hydro)
* Transmission (High voltage monopoly)
* Distribution (poles & wires monopoly)
* Retail/Supply
Emerging Paradigm:
Integrated Customer Centric Model
* Distributed renewable generation
* Distributed battery storage
* Smartgrid / smartmeter
* Energy efficiency
* Demand management
* Electric vehicles
Institutions
Formal: (i.e. rules of the game)
* Energy market related (AEMO, NEM, AER
plus other State based) & Ofgem, GEMA (UK)
* Government policy makers (Energy, Industry,
Enviro protection, Treasury, Building codes etc
* Industry & technology related: ESAA, ENA,
safety, electrical stds, training , certifications etc
Informal: (i.e. Norms, shared routines/mental modes)
* Incumbents (DNSPs etc culture, risk tolerance )
* New entrants (entrepreneurial, future visioning)
Actors & Networks
Firms:
* Generators TNSPs, DNSPs & Retailers
* New entrants & suppliers
* Commercial/industrial customers
Other Actors:
* Residential & non-firm customers
* Investors/Owners (Private/Public)
* Energy Regulators (AER/Ofgem)
* Govt policy makers (State & National)
Networks:
* Industry (e.g. ENA, ESAA etc)
* Consumer groups (EUAA etc)
* Other (e.g. media, enviro, unions etc)
EXAMPLE 1: SECTORAL SYSTEM – AUSTRALIAN ELECTRICITY INDUSTRY
Demand
Electricity Source:
• Electricity grid
• Distributed
renewables
Sectoral Evolution
o Transition to low carbon energy systems
o Govt policies reset (energy/environment)
o Innovation stimulus: renewables, EE, DSM
o Consumer choice ↑
o Competition from new entrants ↑
o Rapid diffusion of Solar PV
o Electricity grid demand ↓
o Electricity price per kWh ↑
o Emerging ‘game changers’:
• batteries + solar PV = demand ↓
• batteries + eVehicles = demand ↑
o Regulatory /policy reforms underway
Challenge to Institutional Assumptions
o Longevity of traditional tech paradigm
o Cost comparable alternative to grid
o Natural monopoly status of
DNSPs/TNSPs
o Bargaining power of consumers
o Business model sustainability
o Investments based on 40 year asset life
o Electricity consumption trends
o Penetration rate for solar PV
o Role of storage in network design
o Industry attractiveness to investors

14. What do you think are the biggest
obstacle or barriers for an intrapreneur?
• Too many rules
• Company resistant to change
• Risk aversion
• All of the above

15. The biggest challenge for intrapreneurs is
dealing with the "Corporate Immune
System".
This expression means that corporate
organisational structures such as
bureaucracy, hierarchy, rules etc. do not
support intrapreneurial culture and
behaviour.
Barriers, Obstacles & Challenges

16. Examples:
1. Organisational culture
2. Resistance to change
3. Innovation culture
4. Risk aversion
5. Silos and collaboration
6. Performance culture
Corporate Immune System

17. Concluding Remarks
• Intrapreneurs focus on innovation and creativity to
transform ideas into profitable ventures, while
operating within the organisational environment.
• Graduates now given greater responsibility earlier in
career!
• Understanding your industry and the challenges
your organisation faces is how you identify ideas and
opportunities!
• You may encounter obstacles: ‘corporate immune
system’
• “Intrapreneurs are the "secret weapon" of the
business world” (Koch, 2014)