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Tutorial Activity 3

Chem Innovate, facing stagnant growth, launched the 'Chem Spark' program to enhance innovation and intrapreneurship, which included cross-functional teams and an internal venture capital fund. The initiative led to the development of eco-friendly products and a 20% revenue increase after two years, despite initial resistance. Dr. Chen's efforts highlight the importance of entrepreneurial thinking in established organizations for fostering growth and employee engagement.

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4 views2 pages

Tutorial Activity 3

Chem Innovate, facing stagnant growth, launched the 'Chem Spark' program to enhance innovation and intrapreneurship, which included cross-functional teams and an internal venture capital fund. The initiative led to the development of eco-friendly products and a 20% revenue increase after two years, despite initial resistance. Dr. Chen's efforts highlight the importance of entrepreneurial thinking in established organizations for fostering growth and employee engagement.

Uploaded by

jackyglen6
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

IESCHB3: TUTORIAL ACTIVITY 3

Chem Innovate's Transformation

Chem Innovate, a well-established chemical manufacturing company, had been struggling


with stagnant growth and declining market share for several years. The company's CEO, Dr.
Sarah Chen, recognised the need for a major shift in the organisation's culture and approach
to innovation.

Dr. Chen implemented a corporate entrepreneurship program called "Chem Spark" to foster
innovation and intrapreneurship within the company. The programme included the following
initiatives:

1. Creation of cross-functional teams to work on new product development


2. Allocation of 15% of work time for employees to pursue innovative projects
3. Establishment of an internal venture capital fund to support promising ideas
4. Introduction of a mentorship program pairing experienced managers with young
innovators
5. Implementation of a reward system for successful innovations

One of the teams formed under Chem Spark developed a novel, eco-friendly polymer that
could replace traditional plastics in many applications. Another team created a more efficient
catalytic process for producing hydrogen, potentially revolutionising the clean energy sector.

Despite initial resistance from some middle managers and concerns about short-term
financial impacts, Dr. Chen persisted with the program. After two years, Chem Innovate saw
a 20% increase in revenue from new products and a significant boost in employee
engagement and retention.

Questions (Total 30 marks):

1. Explain how Chem Innovate's situation illustrates the need for entrepreneurial thinking in
established organisations. (4 marks)

2. Define corporate entrepreneurship and discuss how the Chem Spark program embodies
this concept. (4 marks)

3. Identify and analyse three potential obstacles that Chem Innovate might have faced when
implementing the Chem Spark program. (6 marks)
4. Describe four factors evident in Chem Innovate's approach that are typically associated
with successful innovations in organisations. (8 marks)

5. Among the five factors critical to the internal environment that support innovative activity,
which two do you think were most crucial to Chem Spark's success? Justify your answer. (4
marks)

6. Evaluate the effectiveness of Chem Innovate's methods for developing managers for
corporate entrepreneurship. Suggest one additional method they could implement to further
enhance their approach. (4 marks)

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