The founders have considerable experience in working for much larger organisations, and have come together to promote the concept of intrapreneurship.

Intrapreneurship is described as the act of behaving like an entrepreneur while working within a large organisation.  It involves people within a business creating or discovering new business opportunities, leading to the creation of new parts of the business or even new businesses.

The key partners of B2EP are the Organisational Learning Centre (OLC Europe), a private college based in Manchester specialising in undergraduate, postgraduate and professional education and training, including providing bespoke training for engineering and manufacturing companies all over the world, and with specific focus on the Gulf region and Middle East. Projects Beyond Borders is a company with a focus on ethical international partnership brokerage and project management. Karol is a Polish company delivering all forms of English language training in the Starachowice/Kielce region of Poland.

In addition, B2EP associates have expertise in social enterprise, web services, social media marketing, 3D printing and the latest developments in additive manufacturing. The partners have developed and managed projects in fields as diverse as medicine, education, engineering, oil & gas, sport, aerospace and space itself. B2EP provides training programmes within a wide portfolio to support small businesses, large organisations and specialist engineering practices. Our associates have a long track record of successful bid writing and securing funding from the EU and UK government.

B2EP has a specific focus on intrapreneurship for a number of reasons. In order for any company to survive and be successful, it must ensure competitive advantage through effective and sustainable innovation. Intrapreneurship contributes clear opportunities to any organisation in any field of business but it must be identified, harnessed and acted upon. There are five truths that embody the concept of intrapreneurship; Firstly, it describes a people-centric, bottom-up approach to developing radical innovations that are in-house. In other words, it is important to identify the skills within any workforce that can add value and that find new ways of doing things. Secondly, and as a consequence, intrapreneurship pays off for an organisation many times over in terms of company growth, culture and talent. Talent-spotting and nurturing that talent, along with effective management creates the right environment and targeted training that are essential to a growing and successfully innovative company.

Thirdly, intrapreneurs are not created, they are found and recognised within the organisation, therefore it is essential to really understand and acknowledge the skills and talents within any workforce. The fourth truth, intrapreneurs are found in situations within an organisation where they are likely to challenge the status quo, they may even break rules but if done effectively as a direct challenge to how things are usually (habitually or unthinkingly) done, results can be revolutionary. As a consequence, and as a fifth truth, intrapreneurship requires a different management approach. B2EP has expertise to support the processes of innovation and creative thinking, effective business operations and processes, project management and operational, strategic management and leadership. B2EP are enablers of intrapreneurship, supporting companies to develop the skills associated with innovation and attitudinal change that allow intrapreneurship to flourish, adding value to the operations of organisations in a wide range of sectors.

Examples of the world class consultancy and value adding corporate training we have delivered can be viewed at https://www.olceurope.com/category/consultancy-case-studies Dr Bamber has worked with a number of UK organisations implementing and enhancing their management systems.  As an expert in process improvement and quality engineering, Chris’s focus is on adding value, reducing wastes and improving the bottom line profitability.  For Hanson Springs Ltd, AG Glass UK, Quantum Profile Systems Ltd, Barry Bennett Ltd, Vestas Blades UK Ltd and Fortvale Engineering Ltd the following steps were all broadly followed, even though the projects appeared very different.

1. Identify the problem or problem area and create a problem definition accepted and understood by all parties – project initiation

2. Train the senior management team in the concepts of business continuity and sustainability, lean manufacturing, Six Sigma, TQM and TPM – OLC executive training package

3. Train the implementation and project team in the concepts of lean manufacturing, Six Sigma, TQM and TPM. Focus on process mapping, adding value and identifying process wastes – OLC Continuous Improvement training package

4. Start project team activities and facilitate current state measurements, process mapping, waste identification and eliciting opportunities for improvement. Encourage team development and working to solve problems collectively – learning by doing’ facilitated by OLC

5. Evaluate team performance, performance improvements and identify better practices – use OLC evaluation methodology, encouraging intrapreneurs to work together successfully.

6. Implement the change management programme and continuous improvement, ensure that change is effective and anchored into the business – get ready for the party!

Contact us https://b2ep.org or info@b2ep.org