Intrapreneurs typically begin by recognizing a new or previously untapped potential for the parent company and then assembling the resources necessary to seize the opportunity. The strategic alignment between the intrapreneur and the organization is clear in these cases. The issue is that traditional entrepreneurs rarely (if ever) make it to market with the original product they envisioned at the idea/seed stage.
Conflicts in Leadership
When a company's founders claim to be 'co-CEOs,' it's one of the few red flags that will always kill an investment transaction with a venture capitalist. This isn't going to work. There are always numerous CEOs in the context of intrapreneurship. At the very least, there are two: the intrapreneur and the CEO of the parent company. In some cases, someone may be present. like a VP of Product, complicating matters even further.
Problems with Hiring
Top talent has the option of working for one of two types of corporations: blue-chip companies, which, while less attractive, offer higher wages and clear paths to growth and stability. They can, on the other hand, choose a startup where they would make a lower income and have fewer promotion opportunities, but they will have significant power over the company's destiny. Intrapreneurial businesses can have the worst of both worlds.
