Re:Entrepreneuring : how organizations can reignite their entrepreneurial spirit / Co-editors: Charles-Edouard Bouée and Stefan Schaible

Includes bibliographical references and index.

Halftitle page
Title page
Copyright page
Dedication
CONTENTS
PREFACE
Introduction A new way to be
1 Reculer pour mieux sauter
The emergence of TUI
How should an incumbent respond?
SUMMARY
2 Re-start Finding opportunities in discontinuities
bibliotheca and 3M Library Systems: The best of both worlds
Changes of state
Deutsche Post: Staying relevant and competitive
The virtue of crises
Each case is unique
Entrepreneuring and managing
A shot of entrepreneurial energy
SUMMARY
3 Re-structuring New configurations, new beginnings
Ford of Europe: Restoring profitability
Zain Saudi Arabia: Winning through caring
SMA Solar Technology: The sun will come out tomorrow
bauMax: Error correction
RESTRUCTURING WITH AN ENTREPRENEURIAL EYE
No exit
Ruhrkohle: A painless death
SUMMARY
4 Re-form Re- entrepreneuring in non-entrepreneurial contexts
Russian Railways: From platforms to ‘platform’
Treuhandanstalt: Reviving East Germany’s corporate sector
German labour market reform
Entrepreneurs everywhere
KANT’S RULES OF BUREAUCRATIC RE-ENTREPRENEURING
SUMMARY
5 Re-conceiving Finding value beyond the core
To infinity and beyond!
Mannesmann: An inspired step in the dark
Migration to value
Open-minded organizations
SUMMARY
6 Re-model Review your business model before you have to
Michelin comes around
Toyota: Improving the human/organization interface
Denso: Improving the ‘continuous improvement’ philosophy
Re-entrepreneuring ecosystems
BGI: Taking control of your destiny
SUMMARY
7 Re-organize Chaotic environments, agile structures
Rules of the game
Vivo: How a dark horse got ahead
Didi Chuxing’s ride to the top
SUMMARY
8 Re-envision Imagining and creating limitless possibilities
Neokidney: The re-entrepreneuring of a charity
Begin with a hypothesis
Opportunity hunting
SUMMARY
9 Own the future Don’t ask what tomorrow might hold. Imagine it. Make it happen.
Projects first, then cultures
Oticon’s spaghetti management
A tale of two cultures
Organizing work
The principles of re-entrepreneuring
Summing up
10 Epilogue
NOTES
SOURCES
INDEX

Re-entrepreneuring shows how organizations must re-invigorate entrepreneurial spirit at all levels to create new value and stay ahead in turbulent times. It has long been assumed that, in the development of any organization, the time for entrepreneurial activity is right at the beginning. Once an organization is established, qualities that were virtues in the organization's start-up and early stages can become vices, and the entrepreneurial founders must cede control to professional managers who can nurture the fruits of their original vision more efficiently. One unintended consequence of this assumption is that large, established organizations tend to be entrepreneur-free zones. Entrepreneurial thinking is tacitly discouraged because it can create novelty, and novelty is a threat to established organizations with large market shares. Re-entrepreneuring argues that organizations must revive the entrepreneurial out-look of their founders in order to survive in today's market. In an organization that encourages and nurtures an entrepreneurial outlook, everyone has the potential to unleash their inner entrepreneur and bring new and dynamic ways of thinking into their work environment. It has more to do with the ways of thinking encouraged by the organizational culture than by any inherent differences in talent or aptitude. The solution presented in this new book from ROLAND BERGER, edited by Charles-Edouard Bouée and Stefan Schaible, is piecemeal yet targeted 're-entrepreneuring'. With the help of international case studies and first-hand testimony from business leaders, the authors show how the entrepreneurial approach can be applied to any organization and at all levels, in order to spark innovation, remove operational obstacles and – ultimately – to create new value.