Seite - 252 - in Digital Entrepreneurship - Impact on Business and Society

6. A process with several short cycles of rapid prototyping and business model testing and aweekly cycle of presentations caused the plans to evolve rapidly and produced better results than could have been achieved through a series of functional tests that only put it all together at the very end. 7. Implementation support aftermanagement had funded the projectswas seen as quite helpful. 8. Future versions of this programme should involve more training for the man- agement sponsors of intrapreneurial projects, perhaps as a feature of an existing high-potential leadership development programme. 5 Conclusion and Implications Intrapreneurship remains an important way to capture the creativity, excitement, and energy of entrepreneurship within a larger firm. It can let employees pursue their ideaswithmore resources and less personal risk than theywould have if they hadgoneouton their own.For companies, resilient responses toa rapidlychanging world require the input of a large number of intrapreneurs. The digital transfor- mation of our society is creating challenges for existing firms andmany opportu- nities for both entrepreneurs and intrapreneurs. As the COVID-19 pandemic has shown, the world does not always progress smoothly. Occasionally, we face startling discontinuities. These sudden changes favour resilient firms. A firm’s capacity for responding to big changes resiliently resides in the intrapreneurs who are empowered to make all the innovations nec- essary for the company toadapt andcreate a culture to support them.However, this capacity cannot be developed overnight. It requires changingmanagerial attitudes and building employee trust in the fact that passionately standing up for an idea is not career-threatening (Hughes et al. 2018;Mustafa et al. 2018). Fortunately, even though building that intrapreneurial muscle is very helpful in the times of sudden change, it is also profitable in themore regular periods of the twenty-first century where rapid changes and disruption, perMoore’s law, are normal. Preparation for what Nassim Taleb calls ‘black swans’, like the coronavirus outbreak, requires many of the same steps and cultural attributes that are necessary for giving a financially informed and beneficial response to these disruptive times. The contemporary digital world requires the development of habits of intra- preneurial innovation. It requires complete managerial acceptance of the fact that digital transformation is inevitable and that one has the choice of either being the disruptor or being disrupted. This is not a time to cut back on innovative capacity, but rather, it is a time to expand it so that organisations can thrive in a rapidly changingworld. This can be done to generate extra profits in the short term and develop the appropriate organisational systems and culture changes to face the unknown shocks that the future will surely bring. Digital Intrapreneurship: The Corporate Solution… 259