In this paper, I will focus on such business action as the establishment of an open door policy for ideas, concerns, and solutions suggested by the front line employees. I consider that this action is an innovative idea as it provides plenty of opportunities to improve the current situation in the context of effective communication. The value to the organization is also expressed in the fact that internal listening and collaboration can significantly enhance productivity. Furthermore, strong communication leads to the increased motivation and job satisfaction of the employees (Nielsen, Peters, & Hisrich, 1985). The core of innovativeness, at this point, is in the implementation of innovative communication strategies to engage the front line employees.
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For example, following the assumptions of Nielsen et al. (1985), it is possible to shorten response time by employing bilateral transactions. This can be implemented through the creation of a specific app that would make it possible to receive timely feedbacks and recommendations and initiate online discussions. Finally, according to the research by Chesteen, Perkins, Timmons, Parker, and Addison (1967), “children participating in the Head Start program made significant gains in school readiness” (p. 277). Therefore, the implementation of the proposed innovation is likely to benefit the organization and its target population on a large scale.
In terms of Return of Investment (ROI), my business action would benefit both the organization and the employees. They would use the app to provide effective communication that is essential for the organizations’ successful performance. The benefits also involve reduction of costs on communication coach’s salary and health care caused by decreased burnout rates in the employees. To design the app, it is necessary to apply financial and human resources as well as certain equipment. The required budget should be based on the accurate analysis of the costs related to the creation of the app. Several web designers and developers are to be hired to design the app making it user-friendly. As for equipment, it is essential to ensure that the app would work appropriately on Apple, Android, and other platforms.
Speaking of prospective interdepartmental and interoganizational relationships, it is of great importance to note potential pitfalls. According to Nielsen et al. (1985), “one of the main sources of difficulty is managing a good balance among centralization vs. decentralization, interdependence vs. diversity, and integration vs. flexibility / innovation needs” (p. 182). In this connection, the supervisors should take into account the occurrence of the mentioned complications. However, the next step of the strategic plan should be aimed at the establishment of an internal team that is to implement and manage the app. The team would involve the employees from customer service, information technology, finance, and management departments. The collaboration with other non-profit organizations such as the Salvation Army- Kroc Center, for example, is beneficial. A range of schools is to be contacted to collaborate as well.
From the above observations, it becomes evident that this intrapreneurship plan needs a timeline to be completed. It seems appropriate to suggest that 20 weeks is sufficient for the creation of the app. In particular, 12 weeks would be given to data gathering and integration and eight weeks to the creation of the user-friendly interface. After that, it would include eight weeks to implement the app by the employees. It is expected that the first results would be observed within the next 12 weeks.
Chesteen, H. E., Perkins, R. A., Timmons, E. O., Parker, J. B., & Addison, W. P. (1967). Effectiveness of the head start program in enhancing school readiness. News from the Field, 2(1), 275-278.
Nielsen, R. P., Peters, M. P., & Hisrich, R. D. (1985). Intrapreneurship strategy for internal markets – corporate, non-profit and government institution cases. Strategic Management Journal, 6(2), 181-189.