Seite - 231 - in Digital Entrepreneurship - Impact on Business and Society

intrapreneurshipwithin traditional industries.Nevertheless, digital intrapreneurship plays a significant role in such industries by increasing production speeds, streamlining logistics,managingprocesses, loweringcosts, handling supplychains, supporting low-cost customisation, managing risks, and allowing companies to buildmore responsive relationshipswith customers. To seize theseopportunities, even themost traditionalmanufacturingbusinesses must initiate systems and foster corporate cultures conducive to digital innovation. This isnot justaboutcodingorsystemdesignskills; rather, this transitionrequiresan understanding of how digital natives live. Most digital natives are millennials or youngerpeople,whoarebornafter1982.This isnot to say thatolderpeoplecannot drive digital innovation—manycan; however, the volumeof talent required todeal with the speed of contemporary digital transformationmeans that evenmid-sized companies must recruit, motivate, and retain many young digital intrapreneurs. Digitalnativesunderstandthewaysinwhichemergingtechnologycanbe,andis,used (Rossi 2019). What are digital natives looking for? Deloitte (2019) has recently conducted another roundof their ‘Millennials Survey’ and suggested thatmillennials have the following expectations: 1. Work that is alignedwith their sense of purpose 2. A chance tomake a significant contribution before they are 50 3. Freedom to choosewhat projects towork on 4. Freedom to act andmake decisions about their workwithout frustrating delays caused bywaiting for permission 5. Work that aligns with a desire to make the world better, as well as producing profit. These demands do not fit well with command-and-control management approaches or shareholder-value-only objectives. However, these demands do not come from an unreasonable sense of entitlement by the young. They are what employees need to get the digital innovations and the other increasingly creative, intrinsicallymotivated and self-guidedwork of the twenty-first century done. Older managers, not realising that the nature of work is changing, might think that the demands of the young are absurd; however, most talented digital natives will stay inanunsupportivecompanyforonlyas longas it takes toestablishagood résuméentryand then leave towork for another employerwhowill bemorewilling to accommodate their needs. Many older managers find it frustrating to manage these youngpeople,whodonot seem tobehave ‘theway the employees ought to’. And yet, these young people and many of their behaviours are essential for the development of a robust strategy of digital transformation. 2.4 Putting It All Together: Digital Intrapreneurship The broadened definition of intrapreneurship presented under 2.1 is particularly pertinent to a discussion of digital intrapreneurship.Digital intrapreneurship is any intrapreneurship that uses digital means as a critical component of its innovation 238 G. Pinchot III andM. Soltanifar