Seite - 247 - in Digital Entrepreneurship - Impact on Business and Society

4. Grow Phase: If teams are able to achieve a proof of concept at the end of the build phase, they can develop their own corporate start-up. This encompasses everything, from ramping up of the organisational structures to developing and selling goods, although the process is highly unique and features the evolution of the team outside of the programme. Workshops during the engage and design phasesmostly take place in Frankfurt (Main),with some located inBerlin.Both thebuild and thegrowphases takeplace inBerlin, in theDigitalBaseofDB.Within intrapreneurial projects,where teamsof employees are allowed toworkon their own ideas, suchgroups are supported by a venture architect. The intrapreneurial team members act as facilitators, project managers, and challengers, giving the group an overall direction. They encourage employees to set up their own corporate start-ups. Coaching includes design thinking, lean start-up, scrum, value proposition design, business modelling, and productmanagementmodels. In co-creation projects, where participants co-create together with a business unit, their role transforms. Insteadof coachingemployees, themembers themselves serve as the co-project leads of the ventures and therefore accept partial responsi- bility for the success or failure of their ideas. Responsibilities are sharedwith the project lead of the business unit(s). The major asset of the intrapreneurial pro- gramme lies in its ability to cultivate specific capabilities of the employees and grant access to both intra- and extra-organisational networks. There are four different exit options for intrapreneurial ventures: 1. Scaling-up of the corporate start-up inside a newly established business unit 2. Founding of a new subsidiary company wholly owned by DB where the intrapreneurs get chief experienceofficer positions (e.g.ChiefExecutiveOfficer or Chief OperationsOfficer) 3. Incorporating their business within a given business unit 4. Founding of a new start-up by the intrapreneurs (uponwhich they leaveDB). There is also another exit—the positive failure. Thevalue of failing is promoted early in the innovation process. For example, if teams find out that there is no problem–solution fit, it is still a valuable and positive experience and a valuable learning tool for both the employees and DB itself. Intrapreneurs learn a large amount in a very short time, which is unprecedented among corporate training opportunities. A number of teams have been coached andworked on a large variety of ideas. When it comes to idea generation, DB Intrapreneurs encourages participants to thinkglobally.DBbelieves that ideas shouldbeglobally scalable. Thus, successful teams continue to work hand-in-hand with all business units across several silos, since DB considers that interdisciplinarity and co-creation are keys to successful innovation taking placewithin a corporation. 254 G. Pinchot III andM. Soltanifar