During the next decade-plus, thousands of Baby Boomer entrepreneurs will retire, usually without formal succession plans. Next-generation relatives, former employees, or outsiders will assume leadership of these now-mature enterprises, hopefully bringing their own visions and initiatives and becoming, in every sense, re-entrepreneurs. Re-entrepreneurship describes a process through which a mature enterprise can be made new again. Re-entrepreneurial leaders will encounter challenges that differ radically from those confronted by traditional entrepreneurial leaders. Re-entrepreneurial initiatives necessarily should begin with new visions of what mature organizations might do to become new again; will succeed only if stakeholders commit to that vision; and should culminate with reimagined, restaged, and revitalized enterprises. To secure re-entrepreneurial outcomes, three framing principles are proposed. Each principle is rooted in the theory of Joseph Schumpeter, the godfather of entrepreneurism and creative destruction. Seven re-entrepreneurial rules follow. While grounded in entrepreneurial theory, each rule is based primarily on experiential lessons shared by re-entrepreneurial executives who have previously assumed leadership succession roles inside mature organizations--and subsequently reimagined, restaged, and revitalized, ultimately renewing their firms.

【書誌情報】

ページ数：10ページ

サイズ：A4

商品番号：HBSP-BH682

発行日：2015/7/15

登録日：2015/8/18