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Table 2 (continued) Activity Implementation suggestions Make sponsoring innovations a central part of the corporate culture and everymanager’s job. Include sponsoring success intomanagement KPIs Widespread intrapreneurial training Deliver a short course for everyone to knowwhat intrapreneurs are, what they do, how they act, and the ways they can be effective. Letmanagers know about the support that intrapreneurs require and how the managers can provide it.Managers, executives, and individual contributorscanall attend thesame two-hour online training lesson, so they all get to see how the intrapreneurial systemworks Idea exposition Organise both the online and the in-person idea expositions that help intrapreneurs to share their ideas and attract others to join their intrapreneurial teams. Management can also tour the expositions and look for intrapreneurs to support. Expositions can result in the creation of teams that attend innovation accelerators Use of digital innovation accelerators Accelerators are action-learningworkshops that help teams of intrapreneurs develop their ideas, increase the quality of their teamwork, and bring out their intrapreneurial spirit.Theycanbe full timeorpart time; however, part time ismore common in the corporate world. Theworkshops usually range fromsixweeks to sixmonths or longer Delegation of discretionary time and resources to the lower levels Today, computers canmonitor everyminute of an employee’s time and document their use of resources. This hinders the casual experimentation, daydreaming, and ‘fooling around’ that often serve as the source of innovative breakthroughs Allocate discretionary budget and time to the lower levels: to individual contributors, their supervisors, and lower-middlemanagement.Offer employees the option of spending someof their time andmodest supplies on side projects of their own choice. Let supervisors and lower-level managers sponsor the early stages of innovation from their own discretionary budgets ‘Sandbox’ or ‘seed’ fund allocation Seed funds are pools of discretionaryfinances reserved for early-stage innovations. Create small local seed funds distributed throughout the company. Seed funds create a route circumventing the bosses who block employees’ early-stage ideas. It is not just amonetary grant; it is an implied permission towork on an idea Let anyemployeeapplyand, if they succeed,give them some time off to pursue the idea. Seed funds generally only award small grants for a rapid prototype test or similar purposes (continued) 250 G. Pinchot III andM. Soltanifar