By Professor Brian Wong
Embracing an entrepreneurial mindset often means seeking independence rather than traditional employment, driven by a desire for autonomy. It involves establishing and managing one’s own business and accepting risks in the hope of financial rewards. Entrepreneurs are usually depicted as individuals passionate about owning a business, pursuing financial prosperity, and freeing themselves from the constraints of traditional jobs.
The term ‘enterprise’ originally meant “an undertaking” and dates back to the 1800s when the word ‘entrepreneur’ first emerged. Originally, it referred to individuals involved in management or promotion, rather than business ownership. Exploring the true essence of the term ‘entrepreneur’ inspires curiosity and a desire to delve deeper into the conventional understanding of entrepreneurship in the business world, to revive its authentic meaning.
Previous research has shown that success as an entrepreneur does not solely depend on passion or business skills. Instead, effective entrepreneurship is realistically defined by traits such as ‘resourcefulness’, ‘innovativeness’, ‘enterprising’, and ‘perseverance’, highlighting a nuanced set of characteristics that are crucial for entrepreneurial success, beyond conventional notions. Developing an enterprising mindset is achievable through business education, where the cultivation of innovative thinking relies on the willingness of educators to embrace new ideas and the availability of relevant facilities within educational institutions.
In contrast, resourcefulness and perseverance emerge as qualities forged through the ongoing journey of self-awareness and adaptation, shaped by external educational influences and environmental stimuli, as well as the internalization of principles of human governance and a growth-oriented mindset.
Recognizing these attributes, the term ‘entrepreneur’ extends beyond business owners to encompass employees who approach their employer’s business with an owner’s perspective. This perspective may elucidate the varying degrees of commitment among employees, making them an intrapreneur.
The common belief revolves around external motivators such as rewards or consequences, influencing employee performance. Perhaps the crucial factor lies within the individual, possessing an intrapreneurial mindset that propels them to think beyond the confines of a mere employee role and instead consider the organization as their own.
The industry is inundated with numerous studies and training programmes on leadership, perpetuating the notion that employees must exhibit leadership capabilities for organisational advancement. Despite the expectation for every employee to harbour leadership skills, a critical question arises: does the organization possess a structure and system that facilitates the practice of leadership by all employees in a tangible way?
Analogously, pondering whether it’s prudent for every employee to assume the role of team leader prompts consideration. If not, how can the organization ensure that all employees effectively contribute to the team’s positivity, playing their roles harmoniously to secure success?
To address the concerns, I suggest a thought-provoking perspective by emphasizing the pivotal role of self-reflection and self-awareness in redefining the term ‘intrapreneur.’ The assertion that work performance in the organizational setting isn’t solely tethered to external factors like compensation or a favorable work environment challenges conventional beliefs.
Instead, it highlights the intrinsic factors such as self-governance capability, a growth mindset, and the ability to integrate into the organization as a unified entity. The concepts of “Oneness” and “Wholeness” bring forth an intriguing framework, suggesting that team members, when aligned with these principles, can grasp the bigger picture and contribute meaningfully to organizational success.
The call to foster an intrapreneurial mindset among employees goes beyond silo thinking and encourages an organization – and society-driven approach. It emphasises the importance of developing a non-technical skill set that includes qualities like resilience, passion, ownership, risk-taking, and independence. This holistic perspective reflects the need for a balanced focus, criticizing those who prioritize personal wealth and neglect the human aspect of their responsibilities.
Indeed, there is a valid concern about a myopic self-centred approach to business sustainability. Such an approach can lead to a blame game and a pursuit of easy solutions, overshadowing the overall well-being of the organization. Therefore, integrating the “human” element into the concept of intrapreneurship becomes crucial, giving rise to what is called the Humanistic Intrapreneurial mindset. This shift goes beyond cultivating entrepreneurial traits; it aims to develop employees into well-rounded individuals equipped with essential skills valued by society in the modern era. This departure from a singular focus on entrepreneurship to a broader personal development framework is intriguing.’
While the vision of employees recognizing the meaning of their existence and redefining employability and opportunity is inspiring, it’s necessary to consider potential challenges and the adaptability of this approach in different professional landscapes.
● Professor Brian Wong is from the Faculty of Business, Design and Arts, Swinburne University of Technology Sarawak Campus.
The views expressed here are those of the writer and do not necessarily represent the views of the New Sarawak Tribune.
