uncertainty. Managers, on the contrary, consider more risks than uncertainty and often work within established patterns. Moreover, traditional managers get their authority from the above; intrapreneurs, by contrast, start without the recognition of the same degree of power. As collaboration increases, the capability to collaborate leads finally to organizational learning as part of non-routine work processes. Many firms not only empower managers but also enable employees to become more innovative and flexible even in the course of their daily activities and routine tasks. Through empowerment, employees become owners of their tasks. Described on a larger picture is the concept of identity building. In other words, employees require opportunities to make informed choices. They must accept personal responsibility for their actions and their consequences as traditional entrepreneurs across markets would do. Company characteristic for intrapreneurship Certain properties of CEOs are proposed facilitate intrapreneurship. For instance, intrapreneurship or corporate entrepreneurship happen more in firms led by CEOs with future time orientation, transformational leadership, and CEOs holding certain values and ideologies. Intuitive strategic decision-making amongst the executive management team that links disparate elements of information has been suggested aidd corporate entrepreneurship when compared to more information lead decision making. Many, including George Kliavkoff (President MGM), believe a strong culture of intrapreneurs comes from three key concepts being: top-down support for intrapreneurship (an executive mandate), a creative structure, and patient capital. The management of the firm is eventually responsible for providing the conditions that facilitate individual intrapreneurial attitude with the aim of opening the employee's minds. (see also culture of open innovation). Assuming other prerequisites for intrepreneurial activity are in place, access to corporate resources and other employees allow intrepreneurs to convert opportunities into high-potential innovations. Examples One of the most well-known examples of intrapreneurship is the "Skunk Works" group at Lockheed Martin. The group was originally named after a reference in a cartoon, and was first brought together in 1943 to build the P-80 fighter jet. Because the project was to eventually become a part of the war effort, the project was internally protected and secretive. Kelly Johnson, later famous for Kelly's 14 rules of intrapreneurship, was the director of this group. Another example could be 3M, who encourage many projects within the company. They give certain freedom to employees to create their own projects, and they even give them funds to use for these projects. (In the days of its founders, HP