7 Essential Tips for Successful Intrapreneurship Programs

7 Essential Tips for Successful Intrapreneurship Programs

Discover the lessons learned in intrapreneurship projects, with practical tips for structuring innovation programs that generate real value for your company.

Scroll for more

Eduarda Sousa

Atualizado em Oct 23, 2024

Since the first year of Loomi, we have helped organizations solve challenging problems and foster a culture of innovation with intra-entrepreneurship programs. The truth is that, when well constructed and conducted, they are a powerful tool to bring projects that reduce the gap between strategic desires and the vision of the team that deals with the challenges firsthand.

In our experience, ranging from programs in the agribusiness and energy sectors to retail and supply sectors, the process is agnostic; the challenges and solutions change. Therefore, I thought to condense our 7 essential tips for Successful Intra-Entrepreneurship Programs into a material with practical insights.

Make strategic objectives clear:

For an intra-entrepreneurship program to be effective, it needs to be based on well-defined strategic pillars. When the company's strategy is too broad or unclear for the employees, the solutions developed throughout the program tend to not prosper.

The lack of alignment at the beginning of the process can result in wasted time and resources, weakening the impact of the intra-entrepreneurship program both within the company and on the culture of innovation among employees.

Therefore, it is essential to ensure that the program is guided by the business strategy and its priorities. For that, some steps are essential:


  1. Start the program with 3 core strategic themes: These themes will attract the intra-entrepreneurs engaged in solving these challenges and will ensure an alignment of expectations from the start.


  2. Bring sponsors for each of the themes: Who are the leaders you would invest in to solve this theme? Who would participate and listen to the projects built to solve this problem?


  3. Creation of Guardrails: To tangibilize the strategy, create "guardrails", that is, guidelines that guide innovation without limiting it. These guidelines keep employees on the right track, as well as setting clear expectations for the solutions.

Clarity and direction are key to successful projects. When employees have a clear vision of the company's big goals, it acts as mental fuel. It gives them a kind of "invisible superpower" that allows for quicker and more strategic decisions.


Focus on the pain, not the solution

A common trap in creating products within organizations (including intra-entrepreneurship programs) is the excessive focus and attachment to solution ideas before deeply understanding the pain and the audience that the project seeks to address.

This is not a trait tied to the level of seniority of the involved employee. In fact, this issue is often found in those who are not close to design methodologies for product creation.

Many intra-entrepreneur teams develop ideas that seem promising, but that are not necessarily connected to a real problem. Thus, the focus of the journey - which should be on delivering value to the users impacted by that pain - becomes avoiding the frustration of those involved in the initiative.

To avoid this, focus on:

  1. Alignment of objectives among all groups;

  2. Mapping the involved internal and external stakeholders regarding that pain;

  3. Clear and unbiased mapping of pains based on discovery (qualitative and quantitative interviews and desk research);

  4. Creation of the executive report of discoveries with personas and insights collected;


Speak the language of KPIs


It is unanimous, among all intra-entrepreneurship program groups, the difficulty in gathering quantitative indicators aimed at building the pitch or business case of the project.

As leaders of these programs, this is a common pain we need to address and solve. The truth is that, to take any project to the scaling phase within a large corporation, we need to meet some requirements:

1. A sponsor who believes in that idea

2. Expectation of relevant and considerable return

It is important to note, however, that not always does the project aim to bring immediate financial returns. This factor depends on the Innovation Horizon in which the project is being conceived, and therefore, other types of indicators besides just financial ones can be considered, such as impact on sustainability, biodiversity, and competitive advantage.

Thinking about this difficulty, we created a framework to help the team tangibilize everything that is needed to take the project to the scaling phase, the Business Case Canvas.



Practicality is essential, but enchantment is indispensable


When we talk about innovation and ideation processes within corporations, we cannot overlook the pitch. The pitch is the opportunity for intra-entrepreneurs to present their ideas to leaders and stakeholders, that is, it is, in practice, a “sale of ideas.” Thus, to succeed, it is crucial to create a moment of enchantment.

At Loomi, we see design as a function but also as an art. It is part of our DNA to create presentations that are both visually impactful and clear, based on narrative. The ultimate goal is to ensure a “WOW” effect in the entire evaluation board of the intra-entrepreneurship program.

Some elements of an enchanting pitch include:

  1. Aesthetic visual elements: Add graphic and aesthetic elements that complement the narrative of the presentation, making it more attractive.
    *Even with the most challenging visual identities, it is possible to build something visually interesting as well.

  2. Storytelling: Create a narrative that supports the proposed solution, including cultural, historical, or playful references to enrich the story and, of course, present the numbers in the most enchanting way possible.

  3. Bring the prototypes: More than just talking about a solution, it is important to visualize it. Prototyping the ideas helps to tangibilize the impact for those watching.


Establish good program governance


Like any great project, an intra-entrepreneurship program needs well-structured governance. After years of monitoring various internal innovation programs, it became clear how essential organization and effective management are to the success of ideas.

Without well-designed processes and clear rituals at each phase of the program, intra-entrepreneurs will have a hard time reaching their maximum potential, which can jeopardize expected outcomes. Therefore, it is crucial to pre-define kick-off and periodic follow-up agendas, as well as to establish a management model assigning clear responsibilities to leaders, ensuring that the program meets the company's objectives.

Another determining factor for the success of the program is having relevant sponsors from the very beginning of the project. They play a critical role in accompanying the mapping of pains, ideation, and execution, ensuring that the final solution aligns with their expectations as sponsors.

Having a key figure who transitions between operational, tactical, and strategic levels is indispensable. This person articulates ideas and ensures they are properly implemented, aligned with business interests.

Here are some important tips for the governance of the intra-entrepreneurship program:

  1. Establish a clear structure from the start: Define roles, responsibilities, and detailed workflows. This ensures that each phase of the program is closely monitored and that everyone knows exactly what is expected of them.

  2. Create a rigid but flexible monitoring roadmap: Define a schedule for kick-offs and regular reviews to track progress, but maintain the necessary flexibility to adapt to changes and new ideas.

  3. Align sponsors from the beginning: Actively involve sponsors from the ideation phase to the final implementation. Ensure their expectations are clear and that they are committed to providing ongoing support.


Your team probably doesn’t know what an MVP is

After the whole process of pain research, interviews, and ideation, it is time to define the scope of the solution for prototyping. At this point, the concept of MVP (Minimum Viable Product) comes in. The MVP is an initial, simplified, and low-cost version of the solution that can be tested and generates valuable feedback on what can be improved.

The first impulse of some teams is to want to encompass multiple functionalities for the MVP, and this excitement about building the "perfect" product right away can overshadow the priority of pains and desires raised with the client. Thus, the value proposition for the market is harmed, and the complexity of creating the solution increases, implying costs and resources.

*Here, maturity with the methodology impacts once again; remember that those who are not usually involved in products will not have knowledge of these concepts or the negative implications of not following the methodology.

Here are some tips to ensure that your team understands the MVP and becomes an ally in scope definition:

  1. Focus on objectivity and individuality: Have your team list functionalities' priorities in comparison to the strategic and prioritized pains;

  2. Exemplify the complexity: Measure the complexity of each feature and deliver an impact-effort matrix to the team;

  3. Discuss only with objective results in hand: Now, show the result of collective intelligence and ask the team if, in fact, the outcome is coherent.

*Extra tip: We adapted the MoSCoW framework for the needs we encountered and it is an extremely useful tool for more in-depth prioritization and project roadmap creation. It should be used after the impact x effort matrix.


Internal innovation is the key to the future

For an intra-entrepreneurship program to be successful, it needs more than just good ideas. A clear strategic alignment is necessary, focusing on the real pains of the company and creating an environment that promotes innovation. Additionally, defining KPIs, fostering external partnerships, and establishing solid governance are critical steps for turning ideas into viable and impactful solutions.

At Loomi, we believe that, with a structured process and the right tools, companies can not only foster internal creativity but also generate lasting results, developing scalable products that position them as leaders in the technological transformation.

Since the first year of Loomi, we have helped organizations solve challenging problems and foster a culture of innovation with intra-entrepreneurship programs. The truth is that, when well constructed and conducted, they are a powerful tool to bring projects that reduce the gap between strategic desires and the vision of the team that deals with the challenges firsthand.

In our experience, ranging from programs in the agribusiness and energy sectors to retail and supply sectors, the process is agnostic; the challenges and solutions change. Therefore, I thought to condense our 7 essential tips for Successful Intra-Entrepreneurship Programs into a material with practical insights.

Make strategic objectives clear:

For an intra-entrepreneurship program to be effective, it needs to be based on well-defined strategic pillars. When the company's strategy is too broad or unclear for the employees, the solutions developed throughout the program tend to not prosper.

The lack of alignment at the beginning of the process can result in wasted time and resources, weakening the impact of the intra-entrepreneurship program both within the company and on the culture of innovation among employees.

Therefore, it is essential to ensure that the program is guided by the business strategy and its priorities. For that, some steps are essential:


  1. Start the program with 3 core strategic themes: These themes will attract the intra-entrepreneurs engaged in solving these challenges and will ensure an alignment of expectations from the start.


  2. Bring sponsors for each of the themes: Who are the leaders you would invest in to solve this theme? Who would participate and listen to the projects built to solve this problem?


  3. Creation of Guardrails: To tangibilize the strategy, create "guardrails", that is, guidelines that guide innovation without limiting it. These guidelines keep employees on the right track, as well as setting clear expectations for the solutions.

Clarity and direction are key to successful projects. When employees have a clear vision of the company's big goals, it acts as mental fuel. It gives them a kind of "invisible superpower" that allows for quicker and more strategic decisions.


Focus on the pain, not the solution

A common trap in creating products within organizations (including intra-entrepreneurship programs) is the excessive focus and attachment to solution ideas before deeply understanding the pain and the audience that the project seeks to address.

This is not a trait tied to the level of seniority of the involved employee. In fact, this issue is often found in those who are not close to design methodologies for product creation.

Many intra-entrepreneur teams develop ideas that seem promising, but that are not necessarily connected to a real problem. Thus, the focus of the journey - which should be on delivering value to the users impacted by that pain - becomes avoiding the frustration of those involved in the initiative.

To avoid this, focus on:

  1. Alignment of objectives among all groups;

  2. Mapping the involved internal and external stakeholders regarding that pain;

  3. Clear and unbiased mapping of pains based on discovery (qualitative and quantitative interviews and desk research);

  4. Creation of the executive report of discoveries with personas and insights collected;


Speak the language of KPIs


It is unanimous, among all intra-entrepreneurship program groups, the difficulty in gathering quantitative indicators aimed at building the pitch or business case of the project.

As leaders of these programs, this is a common pain we need to address and solve. The truth is that, to take any project to the scaling phase within a large corporation, we need to meet some requirements:

1. A sponsor who believes in that idea

2. Expectation of relevant and considerable return

It is important to note, however, that not always does the project aim to bring immediate financial returns. This factor depends on the Innovation Horizon in which the project is being conceived, and therefore, other types of indicators besides just financial ones can be considered, such as impact on sustainability, biodiversity, and competitive advantage.

Thinking about this difficulty, we created a framework to help the team tangibilize everything that is needed to take the project to the scaling phase, the Business Case Canvas.



Practicality is essential, but enchantment is indispensable


When we talk about innovation and ideation processes within corporations, we cannot overlook the pitch. The pitch is the opportunity for intra-entrepreneurs to present their ideas to leaders and stakeholders, that is, it is, in practice, a “sale of ideas.” Thus, to succeed, it is crucial to create a moment of enchantment.

At Loomi, we see design as a function but also as an art. It is part of our DNA to create presentations that are both visually impactful and clear, based on narrative. The ultimate goal is to ensure a “WOW” effect in the entire evaluation board of the intra-entrepreneurship program.

Some elements of an enchanting pitch include:

  1. Aesthetic visual elements: Add graphic and aesthetic elements that complement the narrative of the presentation, making it more attractive.
    *Even with the most challenging visual identities, it is possible to build something visually interesting as well.

  2. Storytelling: Create a narrative that supports the proposed solution, including cultural, historical, or playful references to enrich the story and, of course, present the numbers in the most enchanting way possible.

  3. Bring the prototypes: More than just talking about a solution, it is important to visualize it. Prototyping the ideas helps to tangibilize the impact for those watching.


Establish good program governance


Like any great project, an intra-entrepreneurship program needs well-structured governance. After years of monitoring various internal innovation programs, it became clear how essential organization and effective management are to the success of ideas.

Without well-designed processes and clear rituals at each phase of the program, intra-entrepreneurs will have a hard time reaching their maximum potential, which can jeopardize expected outcomes. Therefore, it is crucial to pre-define kick-off and periodic follow-up agendas, as well as to establish a management model assigning clear responsibilities to leaders, ensuring that the program meets the company's objectives.

Another determining factor for the success of the program is having relevant sponsors from the very beginning of the project. They play a critical role in accompanying the mapping of pains, ideation, and execution, ensuring that the final solution aligns with their expectations as sponsors.

Having a key figure who transitions between operational, tactical, and strategic levels is indispensable. This person articulates ideas and ensures they are properly implemented, aligned with business interests.

Here are some important tips for the governance of the intra-entrepreneurship program:

  1. Establish a clear structure from the start: Define roles, responsibilities, and detailed workflows. This ensures that each phase of the program is closely monitored and that everyone knows exactly what is expected of them.

  2. Create a rigid but flexible monitoring roadmap: Define a schedule for kick-offs and regular reviews to track progress, but maintain the necessary flexibility to adapt to changes and new ideas.

  3. Align sponsors from the beginning: Actively involve sponsors from the ideation phase to the final implementation. Ensure their expectations are clear and that they are committed to providing ongoing support.


Your team probably doesn’t know what an MVP is

After the whole process of pain research, interviews, and ideation, it is time to define the scope of the solution for prototyping. At this point, the concept of MVP (Minimum Viable Product) comes in. The MVP is an initial, simplified, and low-cost version of the solution that can be tested and generates valuable feedback on what can be improved.

The first impulse of some teams is to want to encompass multiple functionalities for the MVP, and this excitement about building the "perfect" product right away can overshadow the priority of pains and desires raised with the client. Thus, the value proposition for the market is harmed, and the complexity of creating the solution increases, implying costs and resources.

*Here, maturity with the methodology impacts once again; remember that those who are not usually involved in products will not have knowledge of these concepts or the negative implications of not following the methodology.

Here are some tips to ensure that your team understands the MVP and becomes an ally in scope definition:

  1. Focus on objectivity and individuality: Have your team list functionalities' priorities in comparison to the strategic and prioritized pains;

  2. Exemplify the complexity: Measure the complexity of each feature and deliver an impact-effort matrix to the team;

  3. Discuss only with objective results in hand: Now, show the result of collective intelligence and ask the team if, in fact, the outcome is coherent.

*Extra tip: We adapted the MoSCoW framework for the needs we encountered and it is an extremely useful tool for more in-depth prioritization and project roadmap creation. It should be used after the impact x effort matrix.


Internal innovation is the key to the future

For an intra-entrepreneurship program to be successful, it needs more than just good ideas. A clear strategic alignment is necessary, focusing on the real pains of the company and creating an environment that promotes innovation. Additionally, defining KPIs, fostering external partnerships, and establishing solid governance are critical steps for turning ideas into viable and impactful solutions.

At Loomi, we believe that, with a structured process and the right tools, companies can not only foster internal creativity but also generate lasting results, developing scalable products that position them as leaders in the technological transformation.

Shall we talk?

We co-create products that scale exponentially and sustainably.

Name

Email

Mobile

Empresa

Message

Contacts

Telefone

+55 (81) 9654-5544

Social networks

Shall we talk?

We co-create products that scale exponentially and sustainably.

Name

Email

Mobile

Empresa

Message

Contacts

Telefone

+55 (81) 9654-5544

Social networks

Shall we talk?

We co-create products that scale exponentially and sustainably.

Name

Email

Mobile

Empresa

Message

Contacts

Telefone

+55 (81) 9654-5544

Social networks

Shall we talk?

We co-create products that scale exponentially and sustainably.

Name

Email

Mobile

Empresa

Message

Contacts

Telefone

+55 (81) 9654-5544

Social networks

  • Creativity

    Experience

    Business

    Interface

    Discovery

    Technology

We co-create products that scale in an exponential and sustainable way.

© 2024 BY LOOMI. ALL RIGHTS RESERVED.

  • Creativity

    Experience

    Business

    Interface

    Discovery

    Technology

We co-create products that scale in an exponential and sustainable way.

© 2024 BY LOOMI. ALL RIGHTS RESERVED.

  • Creativity

    Experience

    Business

    Interface

    Discovery

    Technology

We co-create products that scale in an exponential and sustainable way.

© 2024 BY LOOMI. ALL RIGHTS RESERVED.

  • Creativity

    Experience

    Business

    Interface

    Discovery

    Technology

We co-create products that scale in an exponential and sustainable way.

© 2024 BY LOOMI. ALL RIGHTS RESERVED.