Social innovation continues to be a prominent topic on the political agenda, both nationally and internationally, as social challenges and problems tend to become increasingly impactful.
It remains necessary to seek new answers and innovative solutions aimed at alleviating or solving social or environmental issues, by exploring alternatives to the solutions typically available.
Although social innovation is of public interest, it is considered essential by organizations across all sectors of activity. To develop it, both entrepreneurship and intrapreneurship processes may be employed.
Intrapreneurship is a phenomenon that has been gaining prominence within organizations. It refers to the development of innovative social initiatives aimed at addressing or solving a social or environmental challenge, and it originates from employees within an organization, regardless of the sector. Social intrapreneurship leverages the resources and credibility of the organization in which it develops, thus maximizing the potential for social innovation while simultaneously promoting organizational change.
But where can we find intrapreneurs?
The reality is that social innovation occurs more frequently in the form of intrapreneurship than in entrepreneurship. However, intrapreneurs tend to receive less recognition compared to entrepreneurs. While entrepreneurs are founders of organizations, in the case of intrapreneurs, recognition is typically attributed to the organization, as their role in creating and developing the innovation may go unnoticed.
Moreover, the process of social intrapreneurship presents its own challenges and difficulties. Unlike entrepreneurship, intrapreneurship does not happen spontaneously or solely based on the intrapreneur’s intention. It often stems from employees in lower hierarchical positions and requires that the organization accept the idea and provide the means for its development. Some organizations, however, are more risk-averse and may create barriers to the development of such initiatives. In addition, employees often feel obligated to dedicate all their time, energy, and resources to existing programs and projects, fearing they might stray from the organization’s core mission.
Thus, organizational characteristics are crucial in shaping the ideas, decisions, and actions of an intrapreneur, such as:
- The organization’s environment
- Organizational culture
- Structure and leadership
An organizational environment open to experimentation, that values creativity, and encourages active employee participation, tends to generate more opportunities for intrapreneurial initiatives. Conversely, rigid structures, conservative leadership, and risk-averse cultures can significantly hinder the emergence of such initiatives.
It is therefore essential that organizations recognize the importance of social intrapreneurship as a driver of innovation and a means to create social impact. Promoting spaces for active listening, fostering collaboration, and offering support mechanisms for implementing innovative ideas are fundamental steps along this path.
Social intrapreneurship represents a promising avenue for tackling social and environmental challenges, provided that the organizational context is conducive to its development. Investing in a culture of innovation, acknowledging the role of intrapreneurs, and supporting the development of their ideas is not only an ethical responsibility of organizations but also a smart strategy for building a more sustainable future.
"Mudar o Mundo" Project – an example of social intrapreneurship
IRIS – Social Innovation Incubator was founded in 2017 with the goal of supporting the creation and development of social innovation projects. Based on the belief that social innovation is fundamental to driving a strong global economy and a better world, Mudar o Mundo ("Changing the World") was born in 2021.
Mudar o Mundo is an educational project aimed at promoting citizenship and social entrepreneurship among children aged 6 to 12. Its main objective is to foster a proactive attitude toward societal challenges, stimulating creativity to find solutions.
The project originated from the initiative of an IRIS employee who used the organization’s resources to put it into practice. It is thus an inspiring example of social intrapreneurship, showing how an organization can leverage the talent and motivation of its staff to generate community impact. This project demonstrates how the combination of individual initiative and organizational support can lead to creative and sustainable solutions to social or environmental problems.
This case also highlights the crucial role of organizations as facilitators of innovation. By creating an environment conducive to experimentation and collaboration, IRIS enabled a new initiative to go from idea to impactful project. Mudar o Mundo reinforces the notion that social intrapreneurship not only benefits the community but also strengthens the organization itself by reinforcing its commitment to its mission. In this way, IRIS, whose aim is to support social innovation projects, now also has one of its own.
Initiatives like Mudar o Mundo show that social intrapreneurship is an invisible (yet powerful) force that can transform organizations and communities. By recognizing and valuing this force, organizations position themselves as agents of change and, together with their employees, forge innovative paths toward more sustainable communities.
