When I wrote the first book on intrapreneuring it was very difficult to find enough case histories of women intrapreneurs. Not so today. Successful women intrapreneurs are everywhere. Intrapreneuring is a kind of work in which you get accurate and unambiguous feedback. Your initiative gets revenue or not, speeds production or not, makes profit or not. You are judged more by results than by gender. In my 30s I first noticed the extraordinary degree to which men are credited for the ideas and accomplishment of women. My awakening began when my wife was Board Chair of an experimental school. She raised funds for new buildings and put the financially struggling school back on its feet. I had a small role leading strategic planning exercises. Over and over again I noticed that in meetings my wife would say something brilliant that resonated with others. Five minutes later someone would quote her idea, but attribute it to me rather than her. At first I thought that was funny, but it happened so often that I soon realized it was a very serious pattern of discrimination. Then I noticed it happening to other women. It learned to speak out when I saw it happening. I tell you this story to show that I have a small inkling of what you are up against. And I bring you good news. Innovation often begins on the outskirts where no one else is fighting you for the right to lead what seems to others as an uphill journey. Once you make it work it is hard to deny that you did so. Companies are waking up to the dangers ofreplacing the intrapreneurs when an intraprise begins to succeed. Just as entrepreneurship is a pathway up for immigrants, so intrapreneurship is a pathway up for women. Today I am finding many highly respected female intrapreneurs. I am glad to see this change.
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