We usually associate the word “entrepreneur” to professionals who initiate projects as self-employed. But it is also very lawful to use this word to refer to the same professionals who work for someone else’s account in any organization. Today we will see what it means to undertake from within the organization

To undertake means to start an activity, from the initiative and the will to achieve a purpose that increases value to the environment.

Companies need people who, from proactivity and commitment, have an entrepreneurial character that makes organizational projects a reality.

To undertake a task involves putting into practice a series of competencies that, by challengers and sometimes also by strangers, require much training and energy.

If we can improve our ability in each of these competencies, we will be able to increase exponentially our contribution of value in the organization in which we belong.


8 Keys to undertake within the organization


  1. Put the energy in the right place

One day, a prominent executive of a multinational told me that his way of working was based on focusing on the Pareto principle when he had to organize and distribute his time and resources.

The key would be to devote himself to 20% of issues or matters that are responsible for 80% of successes and expected productivity levels.

For this to be possible it is entirely necessary to know how to identify the really strategic and decisive aspects to achieve the challenges established for the organization, and put all the energy and dedication there.

It is like knowing how to choose the battles to fight, and leave those that will take away energy and that are not approaching our goals.

The enterprising professionals are the ones who are dedicated to understanding what the specific contributions that the organization expects from them and from their areas, and establish plans of action to concentrate in an intensive way, avoiding to fall into the dispersion.

Any self-employed knows the high price paid for the sake of scattering, or losing focus.

This, unfortunately, often happens to many professionals on behalf of others, including managers and directors, which subtracts a lot of productive and organizational capacity for the company.

The problem is that this, if it is large, has such cruising speed that can nuance or camouflage such inefficiency, reducing the creative force of the Organization.

To come out of this perverse spiral involuntarily generated by the great systems, is obligation, and individual commitment, of all the enterprising professionals.



  1. Being in continuous motion

The handbook of any survival expert knows that the risk is multiplied when the person remains static in a prolonged way in hazardous environments. To be able to have options to save oneself, it is necessary to move from one place to another, with meaning and planning.

Organizations are active by nature, because, if they are not, the market sooner or later will end up cornering them.

Being in motion does not mean turning reckless and stressed, but being in tune with what’s going on around. If the environment moves, it would be irresponsible to remain anchored in the status quo.

In a current environment so uncertain and complex it is easy to fall into the trap of trying to plan very well not to make mistakes. Moreover, there are so many variables to consider, that we succumb to paralysis by analysis easily.

We still find it hard to understand that it is often better to do well enough but on time, to do it brilliantly but out of time or when the opportunity has already passed.

The enterprising professional acts fast, committing to do any action before making it in time. Its key to do this, is to get to work as soon as possible, although the lead time would allow it to postpone it for a while.

Although there are aspects or situations that require a deep and calm reflection, the truth is that in today’s business environments is more priority the need to decide quickly, than to take it easy.

  1. Rebrand ourselves systematically

Another executive manager commented me the great competitive advantage that brings starting to change when the things are going well. Yes, when the things are going well, because if something is true is that the economic, productive or social situation can make that sooner or later the blue numbers will become a little orange if there is no misfortune to get to see them red.

When the sailboat goes to full sail, with no resistance and with the wind in favor, it is time to make some adjustments in the boat for when the storm and the wind do not allow.

If an organization wants to make changes when things twist, it is very possible that neither time nor economic resources exist to be able to address them.

So very often, the belief that when something works very well it is better not to touch it, is more than questionable, especially in the field of business.

The professional entrepreneur knows that it cannot live on rents and although celebrates its successes achieved, will also devote time and resources to make the necessary changes to ensure a successful future.


  1. Release to be able to flow more

To undertake also means to get rid of habits, activities or resources that increase the resistance to change, or to achieve the personal goals of team and of the same organization.

Perhaps in the past all these things helped us to achieve the challenges of the moment. Perhaps they made us stronger, or allowed us to defend ourselves from obstacles and risks.

But it is imperative to be clear that it will hardly help me for the future what served me for the past.

Leaving behind and banishing some habits are nothing simple, as we come to feel that they are part of ourselves.

But it is also true that our common sense, or sometimes through our intuition, is telling us that it is necessary to start abandoning everything that will not help us to undertake and achieve the goals that are marked.

The entrepreneurial professionals of the organizations are those people who know how to change strategy, criterion, and methodology, every time the purpose requires it, disregarding the above, and unlearning what no longer helps us.

They are not professionals of binary approaches, of white or black, but rather of a unique and inclusive approach, where everything has its partial truth, and everything is relative and therefore, everything is susceptible to change of focus.

So far the first 4 keys to undertake within the organization. I hope you will be served to reflect on your current situation on a professional level.

In the next article I’ll explain the other four.

Until then, I encourage you to start doing, if you think fit, some adjustment in your day to day as an enterprising professional you are, to increase your personal satisfaction, as well as the contribution of value you make in your team and your organization.

Enric Arola