Being competitive in the 21st century requires an ability to innovate rapidly and cost-effectively. Companies must prove themselves again and again or fade from glory. Without energetic innovation, standard brands grow obsolete, and the technical giants who dominated the market are left behind. Based on the authors' experience helping companies launch over 400 new products and businesses, Intrapreneuring in Action gives managers at all levels examples and instructions on how to identify people within their organizations who behave like entrepreneurs. It shows in detail how to combine coordination, direction, and freedom to create a climate that encourages intrapreneurship and directs that energy toward company goals.

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It was very easy to get the productive kernels by just skimming through it and reading the boldened words. Nothing new or inspiring but it is good to return to fundamental truths from time to time.

This book is rather short but it does provide a lot of practical theory on what I believe is a very basic concept - foster and SUPPORT creativity and innovation in the workplace. Let people build the proverbial "better mousetrap," in fact, be their biggest champion. It is only through creative, innovative, RADICAL thinking that we in the corporate world can ever hope to remain competitive. Unfortunately, most managers just don't get "it." It being the concept of investing time and money in people's creative ideas.

The only down side to this book is that it really isn't an action plan. It speaks a lot about creating an environment of creativity and innovation but doesn't spell out the "how." It merely explains the importance and emphasizes the fact that you need to champion said efforts.

If I had merely read the book and not gone through the training, I would have given this book 5 stars, based on the concept alone (which I STRONGLY support and implement). After receiving the training, I wondered how much practical experience the author really had. He appeared to struggle a LOT in the training and his sessions around creating a business plan were EXTREMELY lacking.

Due to the brevity of this work and the fact that it is not common knowledge, I have recommended it to all of my staff as a baseline understanding of a concept to which I am firmly committed.

This well-written, well-organized book combines some basic principles about what makes innovation work with examples of companies that have effectively developed new ideas. It provides guidelines for what to do. The basic principles of innovation may sound familiar to anyone already involved in idea creation and development. However, this handbook provides a useful guide or reminder summarizing these basic principles and showing how to put them to work in any organization.

These "intrapreneurs" are the subject and stars of Intrapreneuring in Action, the sequel, distillation, and augmentation of the classic Intrapreneuring. Recognizing that those who dominate language dominate thought, Gifford Pinchot and Ron Pellman embrace their neologism with quiet fervor, offering a sequence of rules, guidelines, examples, and observations on what it takes for the intrapreneur to clear internal hurdles and "make innovation happen within established organizations". Here the subtitle suits words to action: the volume is a true handbook, linking prescription to prescience when discussing such issues as the crucial role of sponsors, the design of "intraprise" workshops (a particularly strong chapter), and the opportunities to develop innovation within a structured process. The authors are also remarkably adept at offhand insights, ranging from "ask for resources before asking for advice" to "lower your status by lowering your height". If you've ever been intimidated by an overly tall boss who insists on delivering counsel from his personal mountaintop, then you'll recognize the truth in Pinchot and Pellman's advice.

Complementing this sage wisdom is the book's tone of calm conviction, of ardent urging minus artificial urgency. The authors are to be congratulated for eschewing self-promotion; although they inevitably cite their own clients and case studies, they barely mention their own involvement. Similarly, in an extended description of intrapreneuring in the U.S. Forest Service, Pinchot and Pellman list several reasons why the Forest Service's enterprise team experiment succeeded, none of which is "input from inordinately brilliant consultants". Thus when the authors take particularly provocative stands - the best intrapreneurs "come to work each day willing to be fired" - the reader is far more likely to interpret them as wise counsel and give them the credit they're due.

Intrapreneuring in Action cannot be all things to all people. Although the authors believe their principles apply as readily to internal system improvements as to new products, they unconsciously overemphasize the latter in their notions of market research, financial planning, product launch, and the like. The handbook style can verge on the choppy and disconnected, so many readers - as the authors themselves acknowledge - may prefer to skip around and pluck out sections as needed. Nonetheless, Intrapreneuring in Action remains one of the most accessible and invigorating of the innovation books currently fighting for space on Amazon.com's virtual shelves. Aspiring intrapreneurs, not to mention past proprietors of neighborhood lemonade stands, will have plenty of reason to read this book through. Twice.