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In other words, a privateer had backing from their government to do the work. This licence, also known as the Letter of Marque, meant that when the privateer returned with the proceeds of their adventures, these would be shared between the government, the ship owners and the privateer. But when an explorer returns from their journeys, there are institutions ready and waiting to hear about their discoveries.Ĭontrast this with a privateer, who was a pirate that had been granted a licence by a government to attack from ships belonging to an enemy government. This is because nobody cares what a pirate does.
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He pronounced clearly that as an intrapreneur you don’t want to be a pirate, you want to be an explorer. He was saying exactly the same things that Alex Osterwalder had said, but he added a new twist. I was struggling with this question until one day I was having dinner with Shachaf Snir, an Isreali innovator based in Tel Aviv. You Don’t Want To Be A Pirate, You Want To Be An Explorer So how do we reconcile these two competing ideas? I have often found it difficult to reconcile the need for innovators to be a bit rebellious and the importance of collaboration with others in the company for innovation to succeed. He raised the pirate flag for the Macintosh team and inspired them to do great things. Even Steve Jobs thought it was better to be a pirate than to join the navy. But being a pirate is super cool and it seems such an apt description of innovators.