ABSTRACT
Hacker culture and entrepreneurial management are a potent mix. Through a combination of culture hacking, transformational leadership and collaborative design, Eric Ries introduced hacker culture and entrepreneurial management into GE, a massive, multi-divisional, manufacturing company build on command and control. HR all-stars have three main tasks: to make space for innovation, to recruit an army of intrapreneurs, and to create a culture hacking program. This chapter reviews some of the space-making strategies. Entrepreneurial management enables hacker teams to emerge out of the company hierarchy, self-organize around urgent problems and work in a focused, disciplined and accountable way towards creating new products, services, processes and solutions. To liberate employees to engage in innovation projects and capitalize on the disruptive energy created through a culture hacking campaign, companies must explore the ultimate hack and introduce entrepreneurial management practices into their organizational operating systems.
