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Table 2 (continued) Activity Implementation suggestions Boundary crossing Since digital innovation tends to cross boundaries, digital intrapreneurs need permission to cross these boundaries and be encouragedwhen they ask for help.This cultural attribute of generosity can serve as a powerful booster of digital intrapreneurship. Reward cross-boundary generousity. Ask intrapreneurs, ‘Who helped you in the early days?’ Anticipation and failure acceptance Do not punish intrapreneurs for any original mistakes committed in pursuit of an innovation. The best pathway to success involvesmaking yourmistakes faster and cheaper and then quickly learning and adapting.Havemeaningful ‘good try’ recognitions and rewards.Make sure these rewards are viewed to be positive by the recipients. Venture capitalists like to invest in entrepreneurs who have experienced both failure and success Articulation of a digital culture Establishyour company’s digital vision.Talk about the kinds of things youhope that digital innovation can do for the company. Say that youneedhelp tomake those things happen Small beginnings Corporate strategists often discount the value of small innovations, sometimes saying that they are of no significance.However, small beginningsoftenpave the way for the arrival ofmajor opportunities and serve as places fromwhich to explore and learn about a new possibility. The lean start-upmodel prescribes a rapid testing of ‘minimal viable products’. Value small beginnings and intrapreneurial investigations of new possibilities using small budgets. Then, if particular ideas start to work, spendmore on scaling upwhat already shows signs of success Assessing the innovation output Assess the innovation output of each business unit. Create a scale of how impactful an innovation is with many points allocated for disruptive innovations. Give units overall innovation scores, and hold them accountable accordingly Letmultiple units get credit for the same innovation if they all made substantial contributions. This promotes cross-organisational cooperation Developing newways of organising work Keep a backbone of hierarchical control, but release innovative structures from it. Create a convenient platform for a network of self-organising and self-directing intrapreneurial teams that function in the chainof command.Let empowered intrapreneurs select their teammembers from thosewhowish to join. Let the teams stay together and take on projects cooperatively.When possible, let intrapreneurs be responsible for the execution of their own initiatives (continued) Digital Intrapreneurship: The Corporate Solution… 251