The basic concept I learned is that intrapreneurs get the best of both worlds regarding entrepreneurship. They have the freedom to work as entrepreneurs with the resources and financial backing of the company. Unlike entrepreneurs who take on all the financial and start$-$up risks. Intrapreneurs are employees of a company who are assigned to work on a particular idea or project. Being an intrapreneur comes with most of the operations in the company. They are expected to analyze and understand the trends necessary for planning the company$$s future. Intrapreneurs make sure the policies, technologies, and applications are in place to help improve an existing company's performance. They synthesize their findings and make proposals to stay ahead of their competitors. They are willing to take certain risks and interpret market trends to visualize the following steps a company may need to innovate or stay ahead of the competition.

Another interesting concept I found interesting is how intrapreneurs can be made. Anyone who is a high$-$performing employee can be an intrapreneur within an organization. It is not always an assigned role; individuals with innovative ideas can introduce them to their leadership. Cultivating an atmosphere of innovative and creative thinkers creates entrepreneurial skills and behaviors. Typically, an intrapreneur has direct applicable skills and experience to bring to the organization, but employees can develop an intrapreneurial mindset with the proper guidance. Employees who are satisfied with their work environment tend to work intrapreneurially. These internal intrapreneurs have innovative roles and recognize more opportunities than others. There are many benefits of developing an intrapreneurial mindset and behaviors in employees. However, not everyone wants to be an intrapreneur. Do you think this can affect the organization's growth?