The purpose of this paper is to identify strategies that encourage corporate entrepreneurship.
The paper presents a case study of an Indian technology giant, XYZ, using interviews, questionnaires, and studying associated literature to extrapolate conclusions on best practices.
XYZ's transformation in the 1990s was due to the company's identification of IT as a potent market, and its ability to adapt its internal structure to encourage all its employees to engage in cutting edge advances in technology and managerial practice.
The study was an in‐depth analysis of only one corporation.
It helps provide a framework for other corporations to be able to react to uncertain market conditions and to maximize fully the potential of their existing talent pool at all levels.
