REIMAGINING THE DESIGN OF AN INTRAPRENEURSHIP COURSE FOR EXECUTIVE GRADUATE ENGINEERING MANAGEMENT STUDENTS

摘要

The design and delivery of a new, semester long corporate entrepreneurship/intrapreneurship course for executive graduate engineering management (MEM) students is analyzed and the findings following two deliveries of the course are shared. When designing the course, the aim was to create awareness around how to identify entrepreneurial opportunities within an organization, the process by which these opportunities can be realized or commercialized, and the mindset required. The underlying framework for the course design is based on the Stanford Lean Launchpad programme, supplemented with other approaches such as Design School Thinking and Lean Startup. The research design for the paper follows an Action Learning Research approach. Faculty observations, student feedback and student assignments provide the data for the analysis. The results show that many students did not realize they were thinking in a traditional linear manner to solve problems. For growth strategies, they found the use of frameworks empowering, particularly when trying to frame ideas as part of their ongoing day-to-day roles in industry. This apparent science behind intrapreneurship significantly shifted perceptions of the subject. For problem solving strategies, paying attention to customer signals and a willingness to pivot on ideas was found to be valuable. There was a significant shift in mindset by the end of the course, as initial fear, skepticism and resistance gave way to chaos, fun and eureka moments.