In December 2000, Jon Swire grappled with his plan for an on-line spinoff of a technology platform that was developed at MIT and licensed to his current employer, a financial management company.  Jon’s informal investigation led him to believe that his employer was not willing to fund the spinoff at this time.

 Though he already researched the size of the market, (which appeared to be approximately $200 million) and the competitive landscape, Jon still needed to obtain vital insider information about specific competitors – their strengths, weaknesses, customers and end-users.  He had to learn about other disruptive technologies on the horizon and then determine if he knew enough about his potential customers and their customers.

 After meeting with the technology transfer division at MIT and a venture capitalist investor, Jon realized it could take at least a year or more to negotiate terms with MIT and to position his company for funding.  Jon would to have to bring on some heavy hitters for his management team.  More than likely, MIT, the venture capitalists and his new team, could quickly chip away at the wealth he envisioned as his own. 

 Based on initial calculations, Jon projected the need for $2.5 million to fund the project for two years. This included capitalization to further develop the platform, to obtain the required content licenses, for technology hardware and software, hiring consultants and meeting fixed expenses such as office space, utilities and administrative help. 

 Yet… what experience did Jon have with these negotiators?  None!  Jon knew he was smart and good at what he did.  And yet, he was a specialist with good ideas.  He could spot opportunities and then dig in and do the work.  He was a good manager and knew how to influence others.  Would he be a good entrepreneur?

 If you are contemplating whether you should remain with your current company – or start up one of your own, consider the strengths of the intrapreneur.

1. You have a good sense of timing.  You have patience and know when it is opportune to make the move.
2. You stay focused. You can keep your ‘eye on the prize’ when you are not the decision maker.  You are able to continue making inroads without giving up or alienating those who are decision makers. 
3. You know when to hold back. When your suggestions are thwarted, you view it as temporary and continue working behind the scenes.
4. You are a skilled manager. Using gentle influence, especially when there are cross-functional considerations, you maintain respect and integrity – and keep communication open.
5. You are humble and do not take all the credit. Validating the importance of others’ contributions, people clamor to be part of your team.

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