intraprenorul roman exista?
…there are far more smart people outside any one organization than inside…john hagel
…intraprenorul a fost subiectul unor posturi mai vechi (aici si aici), in care am ramas dator cu cateva detalii statistice despre incidenta fenomenului in structurile corporatiste romanesti… nu am pretentia unei extrapolari a datelor la nivelul intregii structuri manageriale, insa esantionul este relevant pentru o discutie pe aceasta tema…
datele reprezinta o analiza a indicatorilor privind competentele manageriale (predominant structuri de management al vanzarilor, areal predispus cel putin teoretic la o tranzitie ‘mentala’ catre intraprenoriat…), obtinuti in urma evaluarii in 2009 a peste 100 middle si top manageri cu ajutorul profilelor normative furnizate de Self Management Canada.
…pentru a simplifica intelegerea conceptului in sine, am redus numarul indicatorilor la trei, considerati a rezuma chintesenta ‘intraprenorului’ (plecand de la ideea de manager angajat full time intr-o organizatie ):
The Enterprising Potential (EP) – assesses a manager’s potential for self-management and goal orientation. Strong self-managers are proactive in their approach to business and are able to plan and execute their daily activities with minimal information or feedback from others. Strong self-managers also set goals, adapt to diverse work environments, self-monitor, self evaluate, and self-reinforce.
| Strong – self-management potential; proactive, fast paced, makes decisions quickly; needs little feedback; may be impatient and directive | 21,36% |
The Independence Potential or IP – It measures an individual’s disposition towards being independent or team-oriented and predicts their need for group or managerial support. It also indicates a candidate’s need for structure in the work environment and the degree to which they rely on others for help.
| Strong – strongly independent; does not work well in structured environments; creates own processes; may not follow the rules | 0% |
| Quite independent –does not need or like external structure; typically not a team player; does not like giving or receiving feedback |
13,59% |
The Achievement Potential or AP -It measures the degree to which an individual’s motivation is expressed as a “money” orientation, a “challenge” orientation, a “service” orientation and/or an orientation towards “safety and security”.
The AP scale evaluates the intensity and durability of a candidate and reflects their sense of urgency, bottom line focus, decision-making style, and competitive nature.
| Strong – Motivations are towards money and challenge primarily; task and goal oriented; possess a sense of urgency | 26,21% |
…ok, lasand de-oparte faptul ca rezultatele indica inapetenta managerilor respectivi pentru ‘intraprenoriat’ preferat unui comod si sigur statut de excelent ‘executant’, aceleasi rezultate suplimentate adeseori de interviurile ‘face to face’ mi-au relevat aparitia unor ‘mutatii genetice’ la nivelul unor indivizi (destul de singulare dar extrem de periculoase ca impact asupra restului organizatiei):
| Caution – More responsive than proactive, strongly oriented towards dependency; motivated by safety/security ; tendency to be service oriented; soft leader; may require and expect a lot of feedback form their superior; prefers to work in groups | 10% |
…cu putin efort rezultatele s-ar fi putut incadra intr-o curba a lui Gauss, loool… ceea ce este deprimant de-a dreptul este insa faptul ca restul de peste 60% zac in mediocritate atunci cand vorbim despre transformarea organizatiilor si despre rolul managerilor in asumarea task-urilor zilnice ca fiind propria lor afacere… sau ma rog, de cealalta parte s-ar putea interpreta ca un ‘AIM TO’ status impus de o cultura ale carei valente rezida in a alege intotdeauna calea de mijloc… bleah!
