Fast-forward some 65 million years, and today’s dinosaurs are also facing possible extinction. The upheaval caused by rapid advances in technology, a growing global creative workforce, and massively lower barrier to entry have resulted in a hyper-creative marketplace — a niche much better suited for smaller, more nimble startups than large, lumbering corporate giants.

So is the reign of big enterprise at an end, or can they evolve, adapt to, and thrive in a newer, faster, leaner business environment?

Sonja Kresojevic thinks they can. As co-founder of Spinnaker she is focused on helping companies become lean enterprises. In her former…


In 2012, IBM, the 105-year old information technology company, set out a bold vision to train its entire workforce — some 377,000 employees worldwide — to think, work, feel like designers.

This would enable the $143 billion company to be more strategic and shift away from the engineering-driven “features-first” ethos towards a more “user first” mentality.

“It allows us to solve real problems for real people instead of building a few features here and there,” said Phil Gilbert, Head of Design

In a recent project cited as example, an airline approached IBM to improve its kiosks to speed up passenger gate check-ins. While the engineers started by improving the kiosk’s software, designers went straight to gate agents to ask why the check-in kiosks weren’t used more effectively.

Designers found out that…


This is a guest post by Georges Sassine, speaker at #IntraCnf Toronto. Originally published at Huffington Post, and re-published with permission.

Let’s face it, large companies’ attempts to drive intrapreneurship are largely failing.

If we’re honest, how many of us employees are truly empowered to go beyond our day jobs and build a startup? Are you better off building it on your own and avoid dealing with corporate politics? Do you trust your employer to recognize and compensate your efforts fairly? Will your employer fund and support your venture? Are you willing to take the risk, quit your job, and pursue your idea full-time?

Sorry large corporations but many of your employees…


That was one of the many lessons Ken Tencer learned through working with and speaking to Fortune 500 companies. As CEO of Spyder Works, Ken helps organizations to get their ideas off of the back of a napkin and successfully into the market. A successful speaker, entrepreneur and business developer, he has co-authored two books on innovation — The 90% Rule and the bestseller Cause a Disturbance (Morgan James Publishing), both avidly read by business leaders in the U.S., Canada and Europe.

Ken sat down with us to talk about his upcoming book, his intrapreneurial ‘a-ha’ moment, the difference between…


Chairman and CEO Jeff Immelt has been lauded for transforming GE into a digital-industrial company, connecting machines and businesses to the cloud with Predix, its operating system for the Industrial Internet. And that relentless drive to innovate is in full force at GE Power, where the goal is to transform the power industry and make power more affordable, reliable, accessible, and sustainable — before the startups do.

But in order to disrupt the power industry and assure their own survival, they can’t go it alone. …


In need of support, but keen on staying under the radar at the same time.

Nowadays, intrapreneurship is seen and recognized as a strategy for innovation, delivering better results faster- yet not immediately; it’s a continuous learning process for all parties involved.

Wherever you are on your intrapreneurial journey, it’s always helpful to understand how other companies are doing it and what results they’re getting.

Here’s a glimpse into intrapreneurship at BASF, Deutsche Bahn and BNP Paribas, shared on stage during #IntraCnf Stockholm last May by Christian Weil, Matthias Patz and Sabrina Murphy.

BASF: The Creator Space

In 2015, BASF celebrated its 150th anniversary…


These are the buzzwords of today’s business climate, and for good reason: it’s simply no longer enough to be the biggest or the best in your market. In fact, it might just be meaningless.

We’re in an era of constant, relentless change. The companies that not just survive, but thrive in their markets are those that embrace the chaos and figure out how to make it work for them. The new business imperative is strategic transformation: successfully adapting a core business to changing conditions, while at the same time creating new products, services or business models.

But with huge opportunity…


Innovation is not driven by a single great idea or the result of magical serendipity.

It is a process of disciplined exploration and experimentation. Moreover, innovation is not something that can sit in a silo, it needs to be part of everyone’s responsibility and mindset. The most successful companies are the ones that embed innovation into all aspects of the business.

If that sounds like a far-fetched future, you might be wondering- how do I do that, and where do I start? …


There are many reasons, widely debated and discussed, for Nokia’s dramatic fall. But one reason stands out, perhaps because it’s so common among large corporations — a reluctance to innovate for fear of cannibalizing their existing money-makers. But does that fear make sense?

Can cannibalizing your existing products and services actually be a good thing? And how can you do it without destroying your core business entirely?

Cannibalization as a strategy

Apple smashed Nokia not because they invented the smartphone — they didn’t — but because they were willing to compete against themselves. They launched the iPad despite the possibility that it could eat…


Not so much. On average, most of them will have quietly disappeared within three years of their launch. Recently Target, Alaska Airlines, Coca-Cola, the New York Times, and Chubb have all shut their initiatives down.

So what’s the problem? Do big companies just lack good ideas? Or is something else going on?

Turns out, there are five big reasons why innovation labs, accelerators and outposts fail instead of fly: a lack of integration with the core company; a focus on existing business models that results in tweaks rather than transformations; a drive to build from within instead of bringing innovation…

Intrapreneurshipcnf

Leader of the intrapreneurship revolution since 2011. We bring corporate innovators together, curate the best stories & host disruptive events around the globe.

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