The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
The case describes the actions taken by Gib Bulloch, the founder of Accenture Development Partnerships, a social venture within Accenture, to gain buy-in and to grow the unit within the firm. The future of the venture is in question due to a leadership transition at Accenture. A decision must be made about its separation from, or integration with, the rest of the firm.
In mid-2011, Steven Birdsall, then a 46-year old senior vice president at SAP, revives and scales up a neglected line of packaged software called Rapid Deployment Solutions (RDS), within the global $20 billion software giant.
In mid-2011, Steven Birdsall, then a 46-year old senior vice president at SAP, revives and scales up a neglected line of packaged software called Rapid Deployment Solutions (RDS), within the global $20 billion software giant.
Unlike standalone start-ups, corporate start-ups exist in firms with a relative abundance of resources. Yet, these resources usually come with ‘strings attached,’ i.e. obligations and expectations. The implementation challenge can be summed up as one of overcoming resource constraints while minimizing social constraints.
Unlike standalone start-ups, corporate start-ups exist in firms with a relative abundance of resources. Yet, these resources usually come with ‘strings attached,’ i.e. obligations and expectations. The implementation challenge can be summed up as one of overcoming resource constraints while minimizing social constraints.
Leading entrepreneurship occurs on two levels. First, leading entrepreneurship is about shaping the context for entrepreneurial behaviour inside the company. Second, leading entrepreneurship involves the decisions made by a leader of an entrepreneurial venture inside the firm.
Leading entrepreneurship occurs on two levels. First, leading entrepreneurship is about shaping the context for entrepreneurial behaviour inside the company. Second, leading entrepreneurship involves the decisions made by a leader of an entrepreneurial venture inside the firm.
Corporate entrepreneurs accelerate new business growth by going outside the parent company. Through alliances and acquisitions, new businesses access resources not available within the parent. Spinning off a new business can speed up its development. Yet, all three acceleration vehicles increase the complexity of new business building. This note details traps to avoid when using these vehicles.
Corporate entrepreneurs accelerate new business growth by going outside the parent company. Through alliances and acquisitions, new businesses access resources not available within the parent. Spinning off a new business can speed up its development. Yet, all three acceleration vehicles increase the complexity of new business building. This note details traps to avoid when using these vehicles.
Established firms must identify and implement new business opportunities in order to survive. The identification and development of new business opportunities requires separation of the new business unit from the firm’s established businesses; yet, its successful implementation requires integration for it to benefit from the firm’s resources.
Established firms must identify and implement new business opportunities in order to survive. The identification and development of new business opportunities requires separation of the new business unit from the firm’s established businesses; yet, its successful implementation requires integration for it to benefit from the firm’s resources.
The case study describes the choices of Dmatek, an Israeli based company in the field of electronic monitoring, that is experiencing rapid growth. Dmatek faces two decisions: 1) whether to spin off its subsidiary HomeFree, a wireless resident monitoring solutions provider, and 2) whether to shift the focus of the HomeFree business from B-to-B to B-to-C.
The case study describes the choices of Dmatek, an Israeli based company in the field of electronic monitoring, that is experiencing rapid growth. Dmatek faces two decisions: 1) whether to spin off its subsidiary HomeFree, a wireless resident monitoring solutions provider, and 2) whether to shift the focus of the HomeFree business from B-to-B to B-to-C.
Interorganisational Relationships
