By SIMON COOPER

Res Socius

I CAME across the less-used term of Intrapreneur on TechCrunch the other day, and it certainly set me thinking. As might be expected when you think of it, Intrapreneurs work in larger organisations, where they spearhead projects such as new product lines and branches. This is, in fact, exactly what entrepreneurs do, too.

The difference is, of course, who owns the business. While many executives may have a sense of pride akin to ownership, I can personally confirm that there is simply nothing better than being in true overall control of what you do. It is like driving the car yourself - compared to being a frustrated back-seat passenger.

Which is the

Inherited Factor?

Urban legend has it that true Entrepreneurship is born, not made. I don't quite agree with that. I'm more inclined to think it is the spirit of innovation that is innate in many of us. It is certainly difficult to transplant, although whether this is a matter of nature or nurture is another question.

Some business owners' sons and daughters have proved disastrous when they assumed control of boardrooms, while more than a few ex-junior staff members have moved up to leadership positions in a few short years. Certainly, those who make it have a spark of life that others may never find. But where does its origin lie?

Nurturing Nature

I personally believe that success happens when opportunity and initiative coincide. This can happen in either an Intrapreneurial or an Entrepreneurial role. However - and this is the big difference - if we do not nurture our employees by providing scope for growth, this is far less likely to happen.

Many highly successful Intrapreneurs I have met have gone on to meet their pension schemes refusing to believe they could ever own and run a business. This is a huge loss of talent. Others have made the transition smoothly, proving yet again that anything is possible

What I Could

Do for You

Many of my most successful clients have been Intrapreneurs evolving into Entrepreneurs after spending their careers in someone else's business. When they come to me for free consultations, they often lack a willingness to gamble everything away against uncertain wealth.

This is entirely reasonable under the circumstances, and as Business Broker I'd have it no other way. In fact, purchasing an existing business with audited books and proven profitability is often a better option than starting out from scratch. Once the Intrepreneur has applied their mind to the logic of the proposition, their Entrepreneur can kick in and drive it to new heights.

NB: Simon Cooper is a founding partner of Res Socius, a business brokerage firm and businesses for sale directory service. Res Socius is authorised by the Bahamas Investment Authority to facilitate the sale and purchase of businesses, and provide consultancy services. Contact 376-1256 or visit www.ressocius.com.