I’ve always believed that a project manager can be so much more than someone who just oversees tasks and timelines. Early in my career, I realized that treating projects and teams like a small business was the key to unlocking real success.

The more I thought of myself as an intrapreneur—someone driving innovation and ownership within a larger organization—the more my projects began to flourish.

And here’s why.

Taking Ownership and Responsibility

I remember one of my earliest projects, a big infrastructure build. I found myself frustrated by the lack of accountability. People were doing their jobs, sure, but no one seemed invested in the overall outcome. Because of this, performances were lacklustre at best.

That’s when it hit me—I needed to treat this project as if it were my own business.

I stopped thinking of my role as just a taskmaster and instead became the CEO of this mini-enterprise. I was accountable for the entire thing, from the budget to client satisfaction. I started asking myself, “If this were my business, what would I do differently?”

That shift in mindset changed everything. I developed a long-term vision for the project, and every decision I made became tied to that vision.

My team noticed the change in my approach, and, as a result, they also started to take ownership of their roles.

• Tip: Treat your project like your own startup. Take full responsibility not just for the tasks but for the overall success.

Empowering the Team Like a Business Unit

Once, during a particularly challenging project, I remember feeling overwhelmed by the sheer number of decisions that needed to be made.

Even though I had a dozen team members around me (mostly from external organisations that I was managing), I was falling into the classic trap—trying to micromanage everything. That’s when a mentor gave me advice that I’ll never forget. He told me to empower my team rather than letting them use me as a crutch. That I should give them autonomy and responsibility. Let them succeed or fail on their own terms. And that they would likely rise to the challenge.

I took that advice to heart.

Instead of keeping tight control over every aspect, I began delegating more and more responsibility to my team members. I gave them the freedom to make decisions within their areas of expertise, and I treated them like stakeholders.

I found that they began to own their tasks. We became a real unit, a team that wasn’t just waiting for instructions but actively contributing.

• Tip: Delegate like an entrepreneur who trusts their employees. Let your team take ownership, and treat them like stakeholders in the project’s success.

Strategic Planning and Flexibility

Running a project is a lot like running a small business, where things don’t always go as planned. A project may seem perfect on paper—timelines, budgets, deliverables. Then, halfway through, the client shifts their focus. Your original plan is no longer going to work.

You might panic. That’s natural.

But as an intrapreneur, learn to adapt just like a startup would when market conditions change.

Pivot, adjust scope, and realign your priorities. It isn’t easy, but you will pull it off when you have the flexibility that’s often required in a dynamic business environment.

• Tip: Be strategic, but always be prepared to pivot. A successful project manager, like a business owner, knows how to adjust to changing circumstances.

Communicating Vision and Purpose

One of the most important aspects of treating a project like a small business is having a clear vision. Early in my career, I struggled to articulate how the projects I managed fit into the bigger picture.

But as I began to think more like an intrapreneur, I understood that my team needed to see the purpose behind what we were doing.

I started making a habit of regularly communicating the project’s vision. I’d explain how our work was contributing to the organization’s broader goals. I noticed that when people understood the “why” behind their tasks, they became more invested.

• Tip: Share your vision. Inspire your team by showing how their work fits into the larger goals of the organization.

How to Know if Intrapreneurship Can Work for You

I’ll admit, not every project manager is going to thrive with an intrapreneurial mindset. It requires a certain level of adaptability, risk tolerance, and leadership. If you’re wondering whether treating your projects like a small business is the right approach for you, here are a few signs that intrapreneurship might be a good fit.

1. You’re Comfortable with Taking Ownership

To be an intrapreneur, you have to be willing to take full ownership of your project’s success—and its failures. Early in my career, I was content to just follow the blueprint handed down to me. But as I gained more experience, I realized I was most engaged when I had control over the outcome. If you’re the type of person who thrives when you’re responsible for the end result and can handle the pressure that comes with it, you’re already on the right track.

Ask yourself:

• Do you naturally take responsibility for the success or failure of your projects?

• Are you comfortable with the idea of owning both the good and the bad outcomes?

If the answer is yes, intrapreneurship could be a natural next step in your evolution as a project manager.

2. You Have an Entrepreneurial Mindset

One thing that sets intrapreneurs apart is the entrepreneurial spirit they bring to their roles. They’re constantly on the lookout for new opportunities, innovative solutions, and ways to add value. For me, this mindset started when I began questioning the way things had always been done. Instead of accepting processes and workflows as they were, I found myself thinking, Is there a better way?

If you’re always asking questions, finding new ways to solve problems, and thinking strategically, intrapreneurship is likely a good fit for you.

Ask yourself:

• Do you often look for ways to improve existing processes?

• Are you always seeking out new opportunities to add value, even when no one asks you to?

3. You’re Comfortable with Risk

Intrapreneurship involves a certain level of risk. Like an entrepreneur, you might propose unconventional ideas, push for change, or invest time and resources into something unproven.

The question is, how do you feel about taking risks?

If you’re someone who prefers predictability and is uncomfortable with uncertainty, intrapreneurship might be a challenge.

On the other hand, if you’re open to taking calculated risks for the potential of big rewards, it could be a great fit.

Ask yourself:

• Am I willing to push boundaries, even when the outcome isn’t guaranteed?

• How do I feel about taking risks that might lead to failure—or significant success?

4. You’re a Self-Starter

Intrapreneurs don’t wait for instructions—they make things happen. I’ve always found that some of my best ideas and initiatives were those I pursued without waiting for approval or a formal mandate. Being proactive is key. If you find yourself waiting for direction or need constant guidance, you might struggle with the intrapreneurial approach.

But if you’re a self-starter who can set your own goals, chart your own course, and rally your team around your vision, you’re already thinking like an intrapreneur.

Ask yourself:

• Do I need constant guidance, or do I thrive when given autonomy?

• Am I capable of driving initiatives forward without waiting for someone to tell me what to do?

5. You’re Passionate About Creating Impact

Ultimately, intrapreneurs are driven by a desire to make a meaningful impact. They’re not just checking boxes or managing deadlines—they’re working to create something valuable for their organization. If you’re passionate about going beyond the basics and creating long-term value, then intrapreneurship is for you.

Ask yourself:

• Am I driven by more than just completing tasks? Do I want to make a lasting impact?

• Does creating value for my organization motivate me to go the extra mile?

If any of these traits resonate with you, it’s worth exploring how intrapreneurship can enhance not just your projects, but your career as a whole.

Conclusion

In the end, being a project manager with an intrapreneurial mindset means more than just meeting deadlines and delivering outputs. It’s about taking ownership, empowering your team, driving innovation, and always staying agile. Treat your projects as you would your own business, and you’ll not only deliver successful outcomes but also create a thriving, dynamic team culture.