Organizations are full of people with unexpressed entrepreneurial skills who don't always find the right conditions to reveal their full potential. The consequence? In the best of cases, they adapt and diligently do what they're told, lest their careers be slowed. In the worst cases, they resign, unmotivated to the point of frustration. In some situations they even leave the company. And the strange thing is that some managers consider these decisions unexpected opportunities (one less restless person to manage), rather than missed opportunities and a dry loss of intangible capital. In short, companies are generally not the ideal place to be a startup. The good news is that a growing number of organizations (even among the most traditional and regulated ones) are asking how internal energy and resourcefulness can be managed without killing them in the cradle. The book's thesis is that you can become an entrepreneur within an organization without having to strike out on your own. Two ingredients are needed: on one hand, companies willing to create and provide non-momentary spaces of expression and people ready to occupy them with courage and commitment; on the other hand, a few but clear mechanisms to manage these spaces and a toolbox to transform problems and challenges into concrete solutions.
