○ Entrepreneurship is commonly equated with starting a venture, but it is actually a more critical challenge for established companies that must sustain change and innovation.

• Mindsets and behaviors accumulated through long-standing business operations often act as inertia, preventing new ideas from taking root within the organization.

• It is necessary to foster intrapreneurship—creating new growth engines in unconventional ways through the generation of new ideas and active risk-taking within the organization.

○ Companies have introduced in-house venture and CVC systems to foster intrapreneurship or have strived to build an entrepreneurial organizational culture.

• Systems like in-house ventures or CVCs seek to capture new business opportunities by providing spaces separate from existing organizational logic where diverse ideas can be tested.

• Other measures exist to build a creative culture where new ideas can emerge, such as idea contests, hackathons, and adopting startup work methodologies.

○ However, when these activities are pursued in isolation, they often fail because they are buried under existing organizational logic or fail to gain employee support.

• For example, even high-quality ideas may fail to enhance entrepreneurship if they are excluded during actual decision-making processes or if the innovators become isolated due to a lack of support from peers.

○ To overcome these issues and improve entrepreneurship, the rold of an orchestrator is required to link internal activities and connect them to a growth vision.

• Beyond encouraging idea generation and commercialization, they provide a path for intrapreneurs' ideas to align with the long-term growth vision.

  • Google X develops employees’ ideas into competitive businesses and provides a path for them to grow into core future businesses through large-scale M&A.

  • Nvidia supports invested companies in creating groundbreaking AI technology and exercises technical leadership by further advancing its own technology to back them up.

○ Moving forward, companies must focus on cultivating orchestrators as core resources and strengthening their capabilities to bolster intrapreneurship.

• Orchestrators do more than encourage ideas; they help embed an entrepreneur-oriented culture by spreading the success stories of internal innovators.

• Furthermore, they must take a proactive role in building a portfolio that links intrapreneurs' ideas with the future vision and communicates effectively across various departments, including corporate strategy and R&D.