Without formal succession plans, thousands of Baby Boomer entrepreneurs will retire, generally during the next decade-plus. Next-generation former employees, or outsiders will take over the leadership of these now -mature enterprises, becoming and hopefully bringing their very own visions and initiatives, in every sense, re-entrepreneurs. Re-entrepreneurship describes a process through which a mature enterprise may be made new again.
Leading the (r) evolution Succession and leadership rules for re-entrepreneurs Case Solution 1
Re-entrepreneurial leaders will encounter challenges that differ drastically from those faced by traditional entrepreneurial leaders. Re-entrepreneurial initiatives always should start with new visions of what mature organizations might do to become new will succeed only if stakeholders should culminate with imaginary; and commit to that vision, restaged, and revitalized businesses. To ensure re-entrepreneurial outcomes, three framing principles are proposed. Each principle is rooted in the theory of the godfather of entrepreneurship J. Schumpeter. While rooted in theory of entrepreneurship, each rule is based chiefly on experiential lessons shared by re-entrepreneurial executives who have formerly assumed succession jobs inside mature organizations --and afterwards imaginary, restaged, and revitalized, ultimately reviving their firms.
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
PUBLICATION DATE: July 15, 2015 PRODUCT #: BH682-HCB-ENG
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