Conclusion: Generating Initiative and InnovationOf course, it is easier to see how to create opportunities for people
to find each other when the organization, like Babson College, is
relatively small and is in one physical location (though even dif-
ferent corridors, let alone separate buildings, can make for seldom-
crossed oceans). Larger, multilocation organizations need to use
more devices to create desired collisions.
Exhibit 25.1 lists some of the mechanisms that organizations
use to generate initiative and innovation; many of these would
increase opportunities and the willingness to share ideas.
LEADERSHIP ANDACCESS TOIDEAS 289Exhibit 25.1 Mechanisms Organizational Leaders Use to
Stimulate Entrepreneurial Behavior by Others- Constantly reinforced, clear, entrepreneurial vision
- Ample rewards and recognition, including stock options
- Investment-oriented rewards, not just performance-oriented
ones - Constant expectation of high, improving performance; no
penalties for failure (unless repeated) - Reduced hierarchy, flatter organizations, reduced segmenta-
tion of units - Small units with cross-functional teams
- Broad assignments and education encouraging initiative,
experimentation - High levels of empowerment
- Open access to information
- Discretionary venture funds
- Voice of the customer brought inside
Source: A. R. Cohen, “Mainstreaming Corporate Entrepreneurship: Leadership at
Every Level of Organizations,” Babson Entrepreneurial Review,Fall 2002, p. 8.