Today I had a conversation with a client in which he spoke of the internal entrepreneurial groups in his well-established $3 billion company. He referred to these internal teams and their endeavors with pride numerous times. We were discussing why these innovators often failed.
Big, established legacy businesses seem to enjoy finding ways to characterize themselves as current and ahead of the curve. Executives pat themselves on the back for launching incubators within their operations. They tout these so-called entrepreneurial teams as doing work that is unencumbered by corporate structure and, often, internal regulations.