Over the next 5-10 mins we will introduce you to the most critical building blocks of an Intrapreneurship Program and help organise your own thoughts to Intrapreneurship in a structured format. It's completely FREE and you'll receive a Summary Report and our detailed White Paper at the end :-)
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Which company do you work at and where? *


Nothing happens with out sponsorship. However, we have seen sponsors get excited and want to create visibility for their project across the organisation before participants have even covered much ground. This can distract teams from their project and can cause for the ideas as well as the sponsor to come under fire from other leadership. It's best to start small and quietly, and later advertise the success as the ventures mature and you've learned how to implement such programs. You don't even need to change the language to "lean startup" or "intrapreneurship", rather use more comfortable internal speak to disguise it as "market research" or "product development" etc. When targeting a sponsor consider how you can use Intrapreneurship to solve a problem / challenge they have and offer to run a small quiet pilot. Select where your sponsor is most likely to come from...


Not everyone can be an Intrapreneur but anyone can contribute to an idea. Is that a good thing? For intrapreneurship programs we are not looking for incremental improvement ideas, but rather the differentiated and disruptive ideas with lots of "unknowns". Where and how you collect these ideas can very much depend on who your sponsor is and why. Select the following ideation approaches you think you would like to take or already do take.


Although we believe that Intrapreneurs are 'made' and not 'born', people who are likely to be successful at Intrapreneurship do share some common personality characteristics that can help predict success. You can dramatically decrease your failure rate with launching new ventures if you recruit intrapreneurs who have 'Intrapreneur DNA'. As a teaser, select 2 traits from the list below that you believe are most critical in determining Intrapreneurship success. - 2 traits only.

And the answer is 1) Cognitive Ability and 2) Openness.

Cognitive ability can be broken down into problem solving and social intelligence with the former proven to be slightly more impactful. Intrapreneurs should also have a high degree of openness which incorporates both intellectual and experiential disposition. Many other traits can be identified. Find more info at
We'll now look at a few ways you can help prepare yourself for Intrapreneurship by increasing your "Innovation Maturity"...


We've found that those participants and sponsors who are already familiar with at least the Lean Startup Book by Eric Ries are more willing to try an Intrapreneurship Program. What percentage of your potential participants and sponsors do you believe have read the Lean StartUp Book?

Transforming your organisation through intrapreneurship is like climbing Everest - you don't do it alone! Are you surrounding yourself with like-minded people and learning from other intrapreneurs in other organisations? It's important for sponsors and participants to understand the bigger picture as to why they should now "work differently to before". What percentage of the participants and sponsors have attended an Intrapreneurship, Corporate Innovation or Start-Up related Conference in the past 12 months? Here's why you should...


We've observed that if organisations are already engaging with the local startup community, it can be easier to get Intrapreneurship programs up and running. This may be through meetup groups, local incubator or accelerator programs, startup weekends, hackathons etc. How involved would you say your organisation is in the local startup community?

We find that many participants and sponsors first need to be introduced to what has been happening in the startup world, the threats to your current business, and entrepreneurship methods in general. We are therefore creating an "Intrapreneurship 101 e-Learning Course" that can be offered to employees as a "starter pack". Let us know how you feel about that...

You don't need a full-time incubator to get started with Intrapreneurship. Early stage ideas need time to mature and therefore a part-time approach can be very attractive for corporates. In your opinion, what is a reasonable amount of time the participants could invest in intrapreneurial projects each week (consider sponsors and existing responsibilities participants might have to maintain)?


It's pretty hard to just "innovate on Fridays". Intrapreneurs must juggle a number of tasks and we must consider when during the week can they contribute to their project. When do you think is most feasible for potential participants from your organisation to work on their corporate start-up project?


How many teams should enter the program? We typically recommend to start a pilot intrapreneurship program with 1 cohort consisting of 2 teams so that you can have a benchmark. Each team consists of 4-6 participants (potentially cross-functional) and of different personalities. Once a cohort has completed the process, you can start to scale up your number of teams. How many teams can you imagine ramping up to as your program grows?

Going from idea to market is a mystifying process. By developing thousands of entrepreneurs, we've seen that a very structured approach to progressing the idea into a new venture has offered the biggest value. Do you feel that your organisation is taking a "structured approach" to fostering corporate entrepreneurship?

Stage Gating can be implemented in order to stop teams going too far before certain milestones have been reached. This option is typically used when the emphasis is on developing the idea more than developing the participants and will cause the program to run longer using more resources. Select one of the following.


Many corporates rely purely on internal "experts" to help teams launch new ventures. We view this as an additional advisory role necessary for industry expertise and helping navigate red tape. Leveraging the knowledge of external entrepreneurship / intrapreneurship mentors who have themselves launched new ventures is critical to keeping teams on track, honest and accountable. Have you / are you planning to bring in such external mentors to help guide intrapreneurs?

We've seen programs that are supported by mentors / trainers both physically and virtually. Physical engagements certainly add to the experience and culture amongst participants but require participants to be in the same location or to travel and the training cost can be higher. Virtual engagements allow for anyone to join as part of a virtual team and can be very time efficient although some participants struggle with collaboration technology. The decision can very much depend on price, the culture of your organisation and how you select your teams. What is your preference?


Even though teams may receive some theoretical introduction, assignments and mentoring, bringing the project to life requires other skills and fast turnarounds. We have found that the use of a Slush Fund can be critical in supporting the teams to move quickly with out road blocks and red tape, so that they can conduct experiments as startups do. This is especially the case when the team is not truly cross-functional with design and development skills. We allocate the Slush Fund to a variety of services that are required during the team's journey and work can be turned around within 24hrs! Chose the options you may need to enhance the abilities of your teams.


For the program to have a sustainable impact and transform culture over time, capabilities need to be transferred and spread across the organisation - so that you are creating an "army of corporate entrepreneurs. How interested are you to integrate a train the trainer approach (develop your own mentors as well as program directors)?
Which company do you work at? *

Any final comments or feedback from your side?


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