That sentiment is one that Paul H. Griswold, president and CEO of Ontario and Trumansburg Telephone Companies and Finger Lakes Technology Group, would agree with. In 1995, Griswold and a staff created Finger Lakes Technology Group primarily as a growth strategy. "If we had stayed strictly as a phone company, our estimates are that between three and five years the telephone companies would basically implode." Griswold adds that because people have so many connection options now, from cell phones and e-mail to instant messaging and VoIP, there just isn't enough possibility for revenue with the traditional phone company model. Combining the phone companies' ability to provide access lines with the new venture of Internet services has allowed Griswold to not only stay in business, but to have a viable future.

What's the Motivation?
Wetenhall says being motivated to try intrapreneurial activity out of a need for survival is not uncommon. He says corporations often seek intrapreneurial opportunities when, "they feel pressure because of external competitors or technological shifts." For Griswold, this model has been successful and has carried over into the day-to-day operations at all three companies. "We are always on the run, trying to find opportunities and talking about the future and trying to create new ideas."

"Intrapreneur: a person who focuses on innovation and creativity, transforming ideas into profitable ventures under the umbrella of an existing business."

Another reason a company might turn to intrapreneurship is when it is very successful and looking to expand. As Wetenhall explains, "They are very profitable and are now trying to find new places where they can go."

Even within larger companies, intrapreneuring gives creative people a chance to express that creativity. "They can actually have that joy of going from a blank sheet of paper to a business or a product," says Wetenhall. But beyond inner reward is the very real possibility of recognition and advancement. According to McKee, "The atmosphere the innovation group promotes, and why we continue to invent, is because there is great reward and recognition both within the company and certainly externally by the added value we deliver through our scientists and inventors creating new things."

X Marks the Intrapreneur
So, what makes for a good intrapreneur? Passion and drive are key for Paul Griswold. Intrapreneuring through Finger Lakes has allowed him to revitalize his company and reach new customers in more technological markets. In 2005, Griswold's success with Finger Lakes led to his becoming president and CEO of the telephone companies. The result has been the unification of the companies, a continuation of expansion possibilities and a positive outlook. He says, "Everyone is excited about what we're trying to do because there is a very bright future for our companies."

Risky Behavior or Viable Growth Option?
What is clear about intrapreneurs is that they use their creativity and drive in order to expand the reach and the revenue of the existing organization. The question is whether that same passion can lead to risk for the corporation. Certainly, Griswold admits, that there is risk involved in any intrapreneurial move primarily because of cost. "We have to find customers to help pay for it," he notes and says that expansion for them is also risky because Finger Lakes offers something different from what the telephone companies are known for. "We have to take some risks and see where it goes," Griswold says, adding that taking calculated risks puts them in prime position for the future.

McKee would agree that intrapreneuring has not only added growth, but has even enhanced the Xerox brand. More than two-thirds of Xerox's current revenue is based on products launched in the last two years alone, and McKee says innovation is "one of the strongest elements of the Xerox brand." Further, being seen as an innovative and technologically advanced company has earned them recognition and awards, which adds presence to the technology image of the brand and enhances their capability to both sell product and gain customers.
 
Patience is a Virtue (That Pays Off)
Finally, Wetenhall cautions, patience is key. "There is evidence of a cyclical dynamic to intrapreneurship when corporations initiate intrapreneurial activities and then let them fade away in five or six years because they haven't paid off yet." But sticking it out and seeing the intrapreneurial process through can lead to the potential for large rewards.

 

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