Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Length: 11 minutes
Data source: Field research
Notes: There is a combined video available that includes all 3 interviews for ease of use in the classroom. File size 879MB. Click for more information.
Abstract
This supporting video is to accompany the case. This video is an interview with Fernand Kaufmann, who is not referred to in the case. However, Kaufmann was a member of Dow's senior management team and served as corporate vice president for new business from 1992 till his retirement in April 2001. He chaired the New Business Growth Board and managed all of Dow's venture capital investments. Kaufmann describes in the video the corporate context in which the e-epoxy project was managed. He also provides some interesting insights on entrepreneurship and sponsorship and the important role that recognition plays in nurturing entrepreneurship. The purpose of this and the companion videos is not to provide a 'solution to the case', but rather to set the stage on which the instructor can build a dialogue in class on internal entrepreneurship.
About
Abstract
This supporting video is to accompany the case. This video is an interview with Fernand Kaufmann, who is not referred to in the case. However, Kaufmann was a member of Dow's senior management team and served as corporate vice president for new business from 1992 till his retirement in April 2001. He chaired the New Business Growth Board and managed all of Dow's venture capital investments. Kaufmann describes in the video the corporate context in which the e-epoxy project was managed. He also provides some interesting insights on entrepreneurship and sponsorship and the important role that recognition plays in nurturing entrepreneurship. The purpose of this and the companion videos is not to provide a 'solution to the case', but rather to set the stage on which the instructor can build a dialogue in class on internal entrepreneurship.