Corporate Entrepreneurship (19CIE80005)

General information

Type:	OP	Curs:	1	Period:	S semester
ECTS Credits:	3 ECTS

Teaching Staff:

Group	Teacher	Department	Language

Participants should have previous knowledge in the fields of

- Corporate Finance
- Organizational Development
- Business Strategy

Participants should have previous knowledge in the fields of

- Corporate Finance
- Organizational Development
- Business Strategy

- Lectures and class attendance 30%
- Discussions problems and cases preparation 35%
- Project 35%

In a context of accelerated changes, disruption and the emergence of new business models, corporations are increasingly promoting innovation and growth either developing internal new ventures (intrapreneurship) or through investment and strategic partnerships with external entrepreneurs and startpus (corporate venturing)

Corporate venturing creates opportunities for entrepreneurs but they should understand the critical issues and success factors when relating with corporations as investors or strategic partners. Entrepreneurs and corporate leaders traditionally speak in different languages and have different mindset, this can derail innovation and new business development within the organization and create many challenges for entrepreneurs dealing with corporate investors.

From the intrapreneurship side, any organizational leader should understand how to develop an entrepreneurial context within the organization and they key organizational issues for successfully promoting and supporting the development of internal new ventures

Finally, any organizational leader in their professional development will face, most likely, the challenge of leading a new venture and initiative and prove his/her competencies and skills in it.

- How corporations can promote innovation through intrapeneurship and innovation culture.
- How to successfully manage the creation of new ventures and avoid derailers.
- How entrepreneurs and corporations should operate to get the most from an entrepreneurship and innovation ecosystem.
- How entrepreneurs should successfully relate with corporations as investors and strategic partners.
- Critical aspects for corporations when developing corporate venturing and relating with external entrepreneurs.

1. Program Session 1: Corporate Entrepreneurship: what it is, why is important. ¿ Corporate entrepreneurship: strategic role and how it generates growth ¿ Differences between corporate entrepreneurship and innovation ¿ Intrapreneurship and corporate venturing ¿ Key components in a corporate entrepreneurship initiative ¿ Types and strategic alternatives in corporate entrepreneurship ¿ Risks and limitations to corporate entrepreneurship ¿ Case: Google Readings: - The Four Models of Corporate Entrepreneurship. Robert C. Wolcott and Michael J. Lippitz. Sloan Management Review. MIT. Fall 2007 - Session 2. Developing intrapreneurship in the organization ¿ Types of corporate ventures according to their position within the organization ¿ Fighting the corporate immune systems ¿ The role of senior leadership ¿ Intrapreneurship and organizational design: key decisions. ¿ How to promote intrapreneurship and new ideas in a systematic way ¿ Managing intrapreneurs: identifying, supporting and developing them. ¿ Case: Ficosa Readings: - Fighting the corporate immune system: a process study of subsidiary initiatives in multinational corporations. Julian Birkinshaw and Jonas Ridderstråle. International Business Review, 1999, vol. 8, issue 2, 149-180 Session 3: The intrapreneur ¿ Traits and competencies of an intrapreneur ¿ Types of intrapreneurs according to organizational context and competencies ¿ The challenges of the intrapreneur ¿ Key success factors for the intrapreneur ¿ Managing risks, success and failure ¿ Case: UBS Readings: - Hiring an Entrepreneurial Leader. Timothy Butler HBR. 2017 - The 4 Essential Traits Of 'Intrapreneurs' David K. Forbes Oct 30 2013 Session 4: Corporate entrepreneurship and leadership development - Entrepreneurial leadership - The new corporate leadership and the role of entrepreneurial skills. - Leadership pipeline management and role of entrepreneurship development competencies - The impact of intrapreneurship challenges in a leadership career. Readings: - Corporate Entrepreneurship At GE And Intel. John Zimmerman, Zayed University. Journal of Business Case Studies ¿ September/October 2010  - Case: General Electric. Session 5: Corporate Social Entrepreneurship ¿ Corporate Social Entrepreneurship and Corporate Social Responsibility ¿ Corporate Social Entrepreneurship Business Models ¿ Types of Corporate Social Entrepreneurs ¿ Case: La Caixa Readings: ¿ Corporate Social Entrepreneurship. James Austin and Ezequiel Refico. Harvard Business School. Working Paper. 2009 Session 6: Corporate Venturing ¿ The emergence of corporate venturing: situation, trends and impact. ¿ Risks and benefits of corporate venturing ¿ Corporate venturing and open innovation ¿ Types of corporate venturing initiatives. ¿ Leading corporate venturing in the organization. ¿ Cases: Unilever Corporate Ventures, Suez Readings: - Making sense of corporate Venture Capital. Henry W. Chesbrough. Harvard Business Review. 2002 - Corporate Venturing. Josh Lerner. Harvard Business Review. Oct 2013 Session 7: Entrepreneurial and Innovation Ecosystems ¿ What is an entrepreneurial and innovation ecosystem ¿ Types of entrepreneurial ecosystems ¿ Key agents ¿ Main entrepreneurial and innovation ecosystems in the world and how they operate ¿ Developing relationships and strategic collaboration with entrepreneurial ecosystems. ¿ Cases: MIT, Stanford, Oxford, Cambridge Readings: - Entrepreneurial Impact. The role of MIT. 2009 - Entrepreneurial Ecosystems and growth oriented entrepreneurship. OCDE. 2014. Session 8: Managing the Corporate Venturing Cycle ¿ The corporate venturing cycle ¿ Discovering and evaluating ideas: Hackatons, competitions, Corporate-university partnerships, Scouting missions, Licensing ¿ Developing ideas: Start-up acquisitions, Innovation Labs, Corporate accelerators, Corporate incubators, Excubators ¿ Scaling up ¿ Corporate Venture Capital ¿ Examples and cases. Readings: - Corporate Venturing Shift Gears. BCG. 2016 - Managing Internal Corporate Venturing Cycles. MIT Sloan Management Review 2005 Session 9: Session with Entrepreneurs and intrapreneurs-Creapolis ¿ Round table with intrapreneurs and entrepreneurs. Session 10: Integration-projects presentation ¿ Participants will pitch projects and discuss with peers reflections of the program and application to their organizations or personal projects.

2. Session 1: Corporate Entrepreneurship: what it is, why is important. ¿ Corporate entrepreneurship: strategic role and how it generates growth ¿ Differences between corporate entrepreneurship and innovation ¿ Intrapreneurship and corporate venturing ¿ Key components in a corporate entrepreneurship initiative ¿ Types and strategic alternatives in corporate entrepreneurship ¿ Risks and limitations to corporate entrepreneurship ¿ Case: Google Readings: - The Four Models of Corporate Entrepreneurship. Robert C. Wolcott and Michael J. Lippitz. Sloan Management Review. MIT. Fall 2007

3. Session 2. Developing intrapreneurship in the organization ¿ Types of corporate ventures according to their position within the organization ¿ Fighting the corporate immune systems ¿ The role of senior leadership ¿ Intrapreneurship and organizational design: key decisions. ¿ How to promote intrapreneurship and new ideas in a systematic way ¿ Managing intrapreneurs: identifying, supporting and developing them. ¿ Case: Ficosa Readings: - Fighting the corporate immune system: a process study of subsidiary initiatives in multinational corporations. Julian Birkinshaw and Jonas Ridderstråle. International Business Review, 1999, vol. 8, issue 2, 149-180

4. Session 3: The intrapreneur ¿ Traits and competencies of an intrapreneur ¿ Types of intrapreneurs according to organizational context and competencies ¿ The challenges of the intrapreneur ¿ Key success factors for the intrapreneur ¿ Managing risks, success and failure ¿ Case: UBS Readings: - Hiring an Entrepreneurial Leader. Timothy Butler HBR. 2017 - The 4 Essential Traits Of 'Intrapreneurs' David K. Forbes Oct 30 2013

5. Session 4: Corporate entrepreneurship and leadership development - Entrepreneurial leadership - The new corporate leadership and the role of entrepreneurial skills. - Leadership pipeline management and role of entrepreneurship development competencies - The impact of intrapreneurship challenges in a leadership career.

6. Session 5: Corporate Social Entrepreneurship ¿ Corporate Social Entrepreneurship and Corporate Social Responsibility ¿ Corporate Social Entrepreneurship Business Models ¿ Types of Corporate Social Entrepreneurs ¿ Case: La Caixa Readings: ¿ Corporate Social Entrepreneurship. James Austin and Ezequiel Refico. Harvard Business School. Working Paper. 2009

7. Session 6: Corporate Venturing ¿ The emergence of corporate venturing: situation, trends and impact. ¿ Risks and benefits of corporate venturing ¿ Corporate venturing and open innovation ¿ Types of corporate venturing initiatives. ¿ Leading corporate venturing in the organization. ¿ Cases: Unilever Corporate Ventures, Suez Readings: - Making sense of corporate Venture Capital. Henry W. Chesbrough. Harvard Business Review. 2002 - Corporate Venturing. Josh Lerner. Harvard Business Review. Oct 2013

8. Session 7: Entrepreneurial and Innovation Ecosystems ¿ What is an entrepreneurial and innovation ecosystem ¿ Types of entrepreneurial ecosystems ¿ Key agents ¿ Main entrepreneurial and innovation ecosystems in the world and how they operate ¿ Developing relationships and strategic collaboration with entrepreneurial ecosystems. ¿ Cases: MIT, Stanford, Oxford, Cambridge Readings: - Entrepreneurial Impact. The role of MIT. 2009 - Entrepreneurial Ecosystems and growth oriented entrepreneurship. OCDE. 2014.

9. Session 8: Managing the Corporate Venturing Cycle ¿ The corporate venturing cycle ¿ Discovering and evaluating ideas: Hackatons, competitions, Corporate-university partnerships, Scouting missions, Licensing ¿ Developing ideas: Start-up acquisitions, Innovation Labs, Corporate accelerators, Corporate incubators, Excubators ¿ Scaling up ¿ Corporate Venture Capital ¿ Examples and cases. Readings: - Corporate Venturing Shift Gears. BCG. 2016 - Managing Internal Corporate Venturing Cycles. MIT Sloan Management Review 2005

10. Session 9: Session with Entrepreneurs and intrapreneurs-Creapolis ¿ Round table with intrapreneurs and entrepreneurs.

11. Session 10: Integration-projects presentation ¿ Participants will pitch projects and discuss with peers reflections of the program and application to their organizations or personal projects.

- Lectures and discussion of concepts and applications.
- Sharing experiences of corporations, organizational leaders and entrepreneurs
- Work in selected project
- Cases and problems
- Flipped classroom orientation, with previous preparation with diverse materials and sessions dedicated to discussion, application and interaction.

ASSESSMENT BREAKDOWN

- Fighting the corporate immune system: a process study of subsidiary initiatives in multinational corporations. Julian Birkinshaw and Jonas Ridderstråle. International Business Review, 1999, vol. 8, issue 2, 149-180
- The Four Models of Corporate Entrepreneurship. Robert C. Wolcott and Michael J. Lippitz. Sloan Management Review. MIT. Fall 2007
- Hiring an Entrepreneurial Leader. Timothy Butler HBR. 2017
- The 4 Essential Traits Of 'Intrapreneurs' David K. Forbes Oct 30 2013
- Corporate Social Entrepreneurship. James Austin and Ezequiel Refico. Harvard Business School. Working Paper. 2009
- Making sense of corporate Venture Capital. Henry W. Chesbrough. Harvard Business Review. 2002
- Corporate Venturing. Josh Lerner. Harvard Business Review. Oct 2013
- Entrepreneurial Impact. The role of MIT. 2009
- Entrepreneurial Ecosystems and growth oriented entrepreneurship. OCDE. 2014.
- Corporate Venturing Shift Gears. BCG. 2016
- Managing Internal Corporate Venturing Cycles. MIT Sloan Management Review 2005
- Mohanbir Sawhney, Robert C. Wolcott, Inigo Arroniz. The 12 Different Ways for Companies to Innovate. MIT Sloan Management Review. Spring 2006.
- Yvette Miller . Being A Corporate Entrepreneur: The Good, The Bad And The Promising. Columbia Business School. Leadership Strategy. Nov 2, 2018,
- Dimitratos, P., Liouka, I., and Young, S. (2014) A missing operationalization: entrepreneurial competencies in multinational enterprise subsidiaries. Long Range Planning, 47 (1-2). pp. 64-75.
- Scott Kirsner . Why There's No Such Thing as a Corporate Entrepreneur. Harvard Business Review. February 05, 2018.
- Clayton Christensen. The innovators dilemma. Harvard Business Review Press. . Boston, MA. 2009.
- Robert D. Hisrich and Claudines Kearney. Corporate Entrepreneurship: How to create a Thriving Entrepereneurial Spirit Throughout Your Company. Mc Graw Hill. NY. 2012
- Dana Greenberg, Kate McKone-Sweet, H. James Wilson. The New Entrepreneurial Leader. Berrett-Koehler Publishers. San Francisco. 2011.
- John Danner. The 4 Personality Types of Successful Corporate Entrepreneurs. Berkely Haas School of Business. 2018.
- Christoph J. Selig, Christoph J. Stettina, Guido H. Baltes. The Corporate Entrepreneur: A driving force for strategic renewal and radical innovation in established companies. Conference Paper. Centre for Innovation, Leiden University. 2016.
- Katharin Dunn. The entrepreneurship Ecosystem. MIT Technology Review. September 2005.
- David Carman. The excubator, a new kind of incubator. Blackline Review

Group	Teacher	Department