My answer was as follow:
I think that is not easy to some managers to realise that entrepreneur employees can add value to organization. I know a case of an entrepreneurial person that developed an improved way to do his/her job and so to do a scalable service, then his/her used it for sometime and finally he/she showed the great benefits for the company, but he/she received a good reward: "ok... it's good, you must use it..."
From The Change Masters book (Rosabeth Moss Kanter - 1983):
"Corporate entrepreneurs can find opportunities for innovation in nearly any setting, but opportunities are most abundant in particular domains that depend on a company and its industry."
However, this extract from HBS Gary Hamel's blog allows me to complete my answer:
"Successful innovators have ways of seeing the world that throw new opportunities into sharp relief. They have developed, usually by accident, a set of perceptual “lenses” that allow them to pierce the fog of “what is” in order to see the promise of “what could be.” How? By paying close attention to four things that usually go unnoticed:
1. Unchallenged orthodoxies—the widely held industry beliefs that blind incumbents to new opportunities.
2. Underleveraged competencies—the “invisible” assets and competencies, locked up in moribund businesses, that can be repurposed as new growth platforms
3. Underappreciated trends—the nascent discontinuities that can be harnessed to reinvigorate old business models and create new ones.
4. Unarticulated needs—the frustrations and inconveniences that customers take for granted, and industry stalwarts have thus far failed to address."
- Ricardo Seguel P.