Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on \u201cintrapreneurs\u201d in large companies, targeting those with over 1,000 employees. These results shed light on the actual state of business creation personnel in these companies.<\/p>\n
Background
The world is currently in what has been called the VUCA era, where the business world is rapidly changing and uncertainty is growing. As the market and customers’ needs change by the second, companies are expected to respond to these needs with flexibility and innovation. Under these circumstances, business creation is an essential initiative to maintain and strengthen a company\u2019s competitive position. On the other hand, due to the scale of resources and complexity of their decision-making process, managers cannot focus solely on the business environment, but must also face challenges such as rigid internal organization and a risk-averse culture while striving to generate new value. Among them, \u201cintrapreneurs,\u201d or one who creates new businesses while working within an organization, have been attracting attention. Large companies have a strong desire for individuals willing to go against the existing business structure and culture and generate new value within the company. To that end, Office Chatani, Inc. conducted a survey targeting managers within large companies regarding intrapreneurship in such companies.<\/p>\n
Survey summary
– Among companies with over 1,000 employees, over half of them have personnel who are considered \u201cintrapreneurs\u201d
– The largest age group for \u201cintrapreneurs\u201d is 40-49
– The top three common skills among intrapreneurs are 1. Creativity and Imagination, 2. Business Strategy Acumen, and 3. Autonomy and Independent Action
– Many companies are working on \u201csupporting internal and external personal networking\u201d for the purpose of developing intrapreneurs
– The most important environmental factor for successful intrapreneurship is considered to be \u201ca corporate culture that is tolerant of new challenges\u201d
– Among companies indicating that they did not have any \u201cintrapreneurs,\u201d over 70% were not taking initiatives to cultivate intrapreneurship in their company
– Among companies without \u201cintrapreneurs,\u201d many named \u201cproviding training and educational opportunities for new business\u201d as an initiative for cultivating intrapreneurship
– Among companies without \u201cintrapreneurs,\u201d the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. \u201cLack of a role model in the company\u201d, 2. \u201cLack of internal resources (time, budget, personnel)\u201d, and 3. \u201cLack of a system or culture to evaluate challenges.\u201d<\/p>\n
Survey overview
Period: April 4-15, 2025
Method: Online survey
Target: Managers at companies with over 1,000 employees (men and women from 20s to 60s)
Total surveyed: 107 people
Monitored by: RC Research Data<\/p>\n
This article is a continuation of Part 1.
URL\uff1ahttps:\/\/myfox8.com\/business\/press-releases\/ein-presswire\/827573911\/part-1-creativity-tops-the-list-office-chatani-reveals-key-traits-of-intrapreneurs-in-major-japanese-corporations\/<\/p>\n
– The most important environmental factor for successful intrapreneurship is considered to be \u201ca corporate culture that is tolerant of new challenges\u201d
Companies who indicated the presence of intrapreneurs at their company were then asked \u201cWhat is the most important factor for the success of intrapreneurs at your company?\u201d, to which 19.4% said \u201cA corporate culture that is tolerant of new challenges.\u201d In second place, \u201cSupport and understanding from management\u201d and \u201cAn evaluation and reward system to encourage new challenges\u201d were tied at 17.5%. Based on these results, it was found that many managers consider \u201ca corporate culture that is tolerant of new challenges\u201d to be the most important factor for the success of intrapreneurs.<\/p>\n
Among companies indicating that they did not have any \u201cintrapreneurs,\u201d over 70% were not taking initiatives to cultivate intrapreneurship in their company
Next, managers that indicated there were no intrapreneurs at their company were asked \u201cAre you taking initiatives to cultivate intrapreneurship in your company?\u201d 48.0% of respondents answered \u201cNo, and we have no plans to in the future,\u201d while 26.0% said \u201cNo, but we\u2019d like to consider such initiatives in the future,\u201d 14.0% said \u201cWe are working hard on such initiative and have a number of measures in place,\u201d and finally 12.0% responded that \u201cWe have some measures in place but they are limited.\u201d Based on these results, it has become clear that over 70% of companies without intrapreneurs are not currently taking initiatives to develop them.<\/p>\n
Among companies without \u201cintrapreneurs,\u201d many named \u201cproviding training and educational opportunities for new business\u201d as an initiative for cultivating intrapreneurship
Following this, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked \u201cWhat initiatives are you taking to develop intrapreneurs at your company?\u201d The top answers were \u201cProviding training and educational opportunities for new business\u201d at 69.2%, \u201cPromoting interdepartmental collaboration\u201d at 53.9%, and \u201cReviewing corporate structure\u201d at 46.2%. Based on these results, it can be said that \u201cproviding training and educational opportunities for new business\u201d is the most common initiative for cultivating intrapreneurship. <\/p>\n
Among companies without \u201cintrapreneurs,\u201d the top three challenges or obstacles for cultivating intrapreneurship were said to be 1. \u201cLack of a role model in the company\u201d, 2. \u201cLack of internal resources (time, budget, personnel)\u201d, and 3. \u201cLack of a system or culture to evaluate challenges.\u201d
Finally, companies that indicated a lack of intrapreneurs while also indicating they were taking initiatives to develop them were asked \u201cWhat are the challenges and obstacles for cultivating intrapreneurship in your company?\u201d The top answers were \u201cLack of a role model in the company\u201d with 53.9%, \u201cLack of internal resources (time, budget, personnel)\u201d with 46.2%, and \u201cLack of a system or culture to evaluate challenges\u201d with 38.5%. Based on these results, it has been found that many managers find the lack of a role model within the company to be a major challenge.<\/p>\n
Summary
Based on this survey, it has been found that the majority of large companies with over 1,000 employees have intrapreneurs within their organization, and the most common age group for these intrapreneurs is 40-49. In addition, the most common shared traits and skills are \u201ccreativity and imagination,\u201d \u201cbusiness strategy acumen,\u201d and \u201cautonomy and independent action,\u201d while the most common initiative for companies with these human resources is \u201csupporting internal and external personal networking\u201d and \u201ca corporate culture that is tolerant of new challenges\u201d is considered to be the most important factor for cultivating intrapreneurship. When it comes to companies without intrapreneurs, it was found that over 70% are not taking initiatives to develop intrapreneurs within their company. As for the ones that are taking such initiatives, the most common is \u201cproviding training and educational opportunities for new business,\u201d while the biggest hurdles for succeeding in this development are \u201ca lack of a role model in the company\u201d, \u201ca lack of internal resources (time, budget, personnel)\u201d, and \u201ca lack of a system or culture to evaluate challenges.\u201d<\/p>\n
These results show that the most common shared traits and skills for intrapreneurs working within an organization are \u201ccreativity and imagination,\u201d \u201cbusiness strategy acumen,\u201d and \u201cautonomy and independent action.\u201d Office Chatani, Inc. offers \u201cmanagement support services\u201d to develop \u201ccreative human resources.\u201d<\/p>\n
Survey conducted by:
Office Chatani, Inc.
Location: Tokyo
CEO: Masayuki Chatani
Description of business: Creative Management Support, Lectures, Writing, etc.
URL: https:\/\/www.office-chatani.com<\/p>\n
Office Chatani, Inc. supports creative management.<\/p>\n
CEO Masayuki Chatani, author of \u201cBehind the Scenes at PlayStation: Former CTO Talks about 16 Years of Creation,\u201d has previously served as CTO and EVP of a global video game business, an executive officer of an internet conglomerate, CEO of a professional firm\u2019s digital group company, the Japan Head of the digital team at a strategic consulting firm, and other positions.<\/p>\n","protected":false},"excerpt":{"rendered":"
Office Chatani, Inc. (CEO: Masayuki Chatani) has announced the results of a survey they conducted on \u201cintrapreneurs\u201d in large companies, targeting those with over 1,000 employees. These results shed light…<\/p>\n","protected":false},"author":1,"featured_media":22820,"comment_status":"close","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[4],"tags":[],"class_list":["post-22818","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-singapore"],"_links":{"self":[{"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/posts\/22818","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=22818"}],"version-history":[{"count":1,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/posts\/22818\/revisions"}],"predecessor-version":[{"id":22819,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/posts\/22818\/revisions\/22819"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=\/wp\/v2\/media\/22820"}],"wp:attachment":[{"href":"https:\/\/asianicinsights.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=22818"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=22818"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/asianicinsights.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=22818"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}