In recent years, the paradigm of being “employable” has dominated the area of human resources, becoming almost a requirement for hiring any executive. And, it is clear, someone who is employable has a much better chance of being hired in a corporation.
Following this paradigm, officials were sought who had opted for improve their careers with studies and master's degrees, who can demonstrate achievements and leadership of their own career in companies, who have not remained in the same position for a long time and, finally, who have gone through training and reputable companies. All this made, without a doubt, to an executive into someone employable, that is, someone attractive to hire for any business.
If we transferred this to the financial positions of a company, we found that if the executive trained on his own in the new ways of determine business profitability (the ROI, the EBITDA and all the new concepts), if he demonstrated that he had gone from being a mere analyst to someone who was in charge of a project or, better yet, someone who could “remove the fat” that reduced the business competitiveness and gave higher profitability to the shareholder, then it began to be attractive to retain for the company's management.
If we added to this experience in corporations, initiative within the company, good personal marketing and “extracurricular” activities, then the employability rate seemed to be assured. However, this seemed not to be enough for the labor market, which began to dispense with many “employable financiers” and, in addition, began to perceive them as “expensive” for the business. Thus came the times of great reductions, cuts, retirement and outplacement programs in the midst of a crisis that seems to become a constant.
It is in this context that another paradigm appears for the training of the financier (and in reality of any support executive or staff): Intrapreneurship. A new concept that occupies the interest of entrepreneurs and business owners who aspire to have partners and not officials in the front lines of companies.
But… what is intrapreneurship?
Well, the word already refers us to the concept of undertake, which refers to people who They move forward on their own, take risks and are willing to lead their own projects. These are precisely the qualities that business owners and shareholders are now looking for, as opposed to those who are only in the world of work and consider themselves only employees or employable. In other words, intrapreneurship means a paradigm superior to those previously mentioned.
Then another question arises How do I become an intrapreneur and thus be someone attractive to new perspectives in the world of work? The answer is more with attitudes and values than with knowledge and techniques. An entrepreneur within a company or an intrapreneur is someone who demonstrates wanting advance on your own without waiting for the company to make the career for him, he is someone who constantly asks himself how to increase the value of the business's products or services as if he were its owner, he is someone who treats the client as if they were his and, above all, who believes in the growth of companies instead of being suspicious of them.
In this new paradigm, financiers who They see themselves as business owners. or that they dream of having sometime your own business, those who look at the figures not to make up or satisfy the CEO but thinking in the long term as if they themselves were shareholders, those who are always focused on the client rather than pleasing this or that director, believing that this way they will survive any cut. . The best unemployment insurance is to be an intrapreneur; Your employer's challenge will be to retain you from doing their business at some point.
Meet the author of this post, Nano War, entrepreneur and business consultant specialized in strategic planning for medium and small businesses.
