Who Is the Intrapreneur? Traits & Misconceptions
- Sarah Bodo
- Sep 21
- 4 min read
Updated: Sep 22
When I first started my career as an automation engineer, I didn’t have a word for it, but looking back, I realize I was already living the life of an intrapreneur.
In my first week I joined a global ERP project, struggling with English and firefighting IT systems that kept chemical plants running. I always loved troubleshooting and problem-solving, finding a way to get servers back up and running, figuring out how to fix what was broken. But what drained me was when it became the same problem every day, without space to learn or grow. What really lit me up was when troubleshooting opened the door to new concepts. I remember standing at the whiteboard with a colleague full of ideas, drawing out workflows, asking “How could this work?” That curiosity, that drive to improve and to see the big picture, was my first taste of intrapreneurship long before I knew the word existed.
Years later, during my MBA, I finally discovered the concept of the intrapreneur: an entrepreneur within the corporate. And suddenly, so much of my career made sense.
Traits of an Intrapreneur
The term “intrapreneur” was first coined by Gifford Pinchot in 1985, describing them as “the dreamers who do. Those who take responsibility for creating an innovation of any kind within an organization.”
Research since then has shown that intrapreneurs often share traits like curiosity, proactiveness, innovation, and persistence (Antončič & Hisrich, 2001, 2003). They are not just idea people but builders who take risks and keep pushing forward despite obstacles.
From my own experience, a few traits stand out strongly:
Curiosity: always scanning the environment, asking “what if” and “what’s next.”
Problem-solving energy: a love of tackling challenges and building concepts that actually work.
Risk-taking: willing to step into the unknown, test ideas, and pivot if needed.
Persistence: intrapreneurs don’t just drop ideas, they keep nudging, convincing, prototyping.
Challenging the status quo: often seen as rebels, but in truth they are trying to make systems fit the future.
For me, curiosity and problem-solving have always been the strongest. I can still remember waking up at 4 a.m. with a potential solution for a problem we were working on. By 6 a.m., I was already in the office, covering the walls with Post-its, mapping out ideas, and preparing to share them with the team. That kind of flow energy, where time disappears and ideas keep sparking, is when intrapreneurship feels most alive.
Misconceptions About Intrapreneurs
Despite their value, intrapreneurs are often misunderstood. Here are three common myths I have experienced and lived through myself:
“They are troublemakers or rebels.”
Yes, intrapreneurs challenge the status quo, but not for the sake of chaos. They see patterns leaders may miss, and they are often the first to spot when a system no longer fits the future. One of my proudest “silent rebel” moments was fighting for a test server after being told “no” for a year. When the system finally proved its value, it stayed for years.
“They are just idea people.”
Intrapreneurs do not stop at ideas. They prototype, test, and hustle to find resources. When I couldn’t get more full-time staff, I created an intern program instead. It wasn’t easy, onboarding, finding projects, guiding students, but it brought fresh perspectives into the company and created a win–win for both sides.
“They want to leave and be entrepreneurs.”
Some might, but many intrapreneurs want to stay. They value the security of a paycheck, the scale of a big company, and the chance to create change inside a system. What they need isn’t a push out the door, it is recognition and support to thrive where they are.
The Reality of Being an Intrapreneur
Daily life as an intrapreneur is a mix of highs and lows.
The highs: problem-solving, creating concepts, seeing end users light up when a solution works. Sitting next to an operator in a U.S. plant, I once explained a feature he hadn’t known existed, fixed an issue back home, and saw him excited to use the system again. Those are the moments that remind me why I love this work.
The lows: constant selling, changing sponsors, being caught between regional and global priorities, or being told to stop involving people when collaboration is what gives you energy. At times, it can feel lonely, even misunderstood.
Why Intrapreneurs Matter for the Future
Every employee is part of the organizational puzzle, but intrapreneurs are the pieces that help you see beyond today’s picture into tomorrow’s.
They ask:
What if product A needs to change in five years?
What new trends are shaping our customers?
How can we do things better, not just faster?
Without intrapreneurs, companies risk becoming rigid: excellent at delivering today, blind to tomorrow. When organizations fail to support them, disengagement grows. Gallup data already shows how disengaged many employees feel, and intrapreneurs are often the first to leave when they hit too many walls.
How to Recognize an Intrapreneur
If you are wondering, “Am I an intrapreneur?” here are some signs:
You see problems and feel compelled to fix them, even when it is not in your job description.
You are curious about customers, markets, or trends, and eager to translate them into action.
You don’t just think, you prototype, test, and convince.
You challenge the way things are done, because you see how they could be.
A Reflection for Leaders
When you close your eyes and picture an intrapreneur in your company, who comes to mind?
Are they thriving, or suffocating under politics and process?
Do you see them as troublemakers, or sparks of the future?
What safe spaces have you created for them to explore, pivot, and try again?
Because intrapreneurs are not just “nice to have.” They are the spark that keeps companies alive, curious, and ready for the future.
Let’s rethink how organizations empower their intrapreneurs together.
Sarah 🌊
📚 Further Reading
Pinchot, G. (1985). Intrapreneuring: Why You Don’t Have to Leave the Corporation to Become an Entrepreneur. Harper & Row.
Antončič, B., & Hisrich, R. D. (2001). Intrapreneurship: Construct refinement and cross-cultural validation. Journal of Business Venturing, 16(5), 495–527.
Antončič, B., & Hisrich, R. D. (2003). Clarifying the intrapreneurship concept. Journal of Small Business and Enterprise Development, 10(1), 7–24.
Gallup (2025). State of the Global Workplace: 2025 Report. Gallup, Inc.
Comments