3. A social intrapreneur has an intrinsic drive to go beyond their normal duties in search of more
meaning in the workplace. It could be wanting to improve the livelihoods of a vulnerable
population or changing a company process to help the environment. The purpose behind the drive
must be strong, strong enough to compel them to take risks, spend thankless unpaid overtime
hours to advance ideas, and take on the occasional ire and criticism of colleagues who don’t
understand what they are trying to achieve.
A social intrapreneur has an intrinsic drive to
go beyond their normal duties in search of
more meaning in the workplace. It could be
wanting to improve the livelihoods of a
vulnerable population or changing a company
process to help the environment.
The purpose behind the drive must be strong,
strong enough to compel them to take risks,
spend thankless unpaid overtime hours to
advance ideas, and take on the occasional ire
and criticism of colleagues who don’t
understand what they are trying to achieve.
5. In 1978, US entrepreneur Gifford Pinchot III
coined and defined the term intrapreneur as:
“The dreamers who do: those who take hands-on
responsibility for implementing an idea within a
business.”
The intrapreneur has a resilient mindset that helps
them deal with setbacks and negative feedback
from superiors. With the endurance, along with an
ability to bring together colleagues willing to
contribute, they follow through on their vision to
create impact no matter what it takes.
7. The last qualification for being a social
intrapreneur is creating tangible, irrefutable
evidence of positive social impact.
When I talk among social intrapreneurs they are
proud of the money saved or gained by their
organization, but if you ask them why they do
it, they will talk most passionately about how
their work helps the lives of others.
While the process to get there is tough, the
stories and evidence of measurable impact
make a social intrapreneur admired by their
colleagues and peers alike.