Philippine Companies Towards Sustainable Intrapreneurship: The Toyota Benchmark

Abstract

This study aims to explore the extent to which intrapreneurship has been introduced and adapted in the Philippines setting to enhance business performance. Intrapreneurs are self-motivated, action-oriented, have leadership skills, and can think outside the box. They can use the company's resources to enhance existing goods, services, and processes without risking being an entrepreneur. Intrapreneurship is a practice that encourages employees to develop entrepreneurial activities within established organizations, driving innovation, growth, and competitiveness in various industries worldwide. There are two types of intrapreneurs: Corporate-Intrapreneurs and Employee-Intrapreneurs. Corporate intrapreneurs are individuals with specific roles and responsibilities, while employee intrapreneurs demonstrate entrepreneurial qualities within their existing functions or responsibilities. Successful intrapreneurs are self-starters, ambitious, goal-oriented, risk-takers, and multitaskers. They are comfortable being uncomfortable while testing their ideas until achieving desired results and can interpret market trends to stay ahead of the competition.

Examples of successful intrapreneurs include Ramzi Haidamus, president of Nokia Technologies, who decided to do away with individual offices within three months of starting his job in 2014. He is also Chairman & CEO at Pepper Lime Health Acquisition Corp. and a member of the American Red Cross Bay Area and World Affairs Council of San Francisco.

Businesses increasingly recognize the need for innovation to remain competitive and are looking for ways to improve their inventiveness. Intrapreneurship is a concept that combines entrepreneurship within an existing company with the full support of the company. Intrapreneurs are self-motivated, proactive, and action-oriented individuals who take the initiative to pursue innovative products or services. In the Philippines, there are a few known intrapreneurs, such as Manny Pangilinan of PLDT, Nestor Tan of BDO, the executives of Ayala, and Joey Concepcion of Avis. In the past decade, there have been at least 20 significant Filipino intrapreneurs, mostly based on digital technology. This paper explores the relationship between intrapreneurship and entrepreneurship, connecting two unrelated streams of literature within corporate entrepreneurship. The paper posits that the organizational and managerial antecedents of entrepreneurship differ by type and explores the relation between intrapreneurship and entrepreneurship, connecting two unrelated streams of literature within corporate entrepreneurship.