Page - 245 - in Digital Entrepreneurship - Impact on Business and Society

4 Examples fromPractice/Case Studies The case studies below describe the practical ways of increasing digital intrapreneurship. Case study 1: Finding, surfacing, and empowering digital intrapreneurs at DeutscheBahn TheDeutscheBahn (DB)Group isoneof theworld’s leadingmobilityand logistics companies.DBemploys some331,600people around theglobe, including roughly 205,000 inGermany (DeutscheBahn 2019). The company trusts in the innovative potential of its employees and believes in unleashing their potential to develop corporate start-ups. Its programmemotivates the employees to work on solutions for problems that theyhave identified.Theprogrammeenables teamsof employees and external teammembers to test and develop their ideas, potentially creating an internal business unit or even and external company. Within the structured pro- gramme, desirability, feasibility, andviability are considered to be the focal points. Thecorporateentrepreneurshipdepartmentwith its intrapreneurshipprogramme, ‘DB Intrapreneurs’, is part of the Chief Digital Officer unit of the DB Group. Launched inMarch 2017,DB Intrapreneurs is a fundamental part ofDB’s digital and cultural transformation strategy across all its divisions. As internal incubator, the purpose of the programme is to offer all employees the possibility to develop their own digital business models and products in an empowering envi- ronment.Moreover, participants gain entrepreneurial mindset and skills. DBdesigns and operates the transportation networks of the future. Through the integrated operation of the traffic and railway infrastructures as well as the eco- nomically and ecologically beneficial connection of all modes of transport, the companyfocusseson the transportationofbothpeopleandgoods. In2017, it helda market share of 67%.DB’s target is to increase punctuality, quality, and reliability of its transport. Its efforts are primarily focussed on improving the travelling experience of its customers, significantly enhancing punctuality, and providing Table 2 (continued) Activity Implementation suggestions Giving rewards Build an intrapreneurial career path that provides successful intrapreneurs with good salaries, sufficient time, and budget to innovate again. Freedom towork on their next ideas is themost effective reward for intrapreneurial success. Reward thewhole team, not just the leader. Do not rank peoplewithin innovation teams; an ‘all boats rise and fall together’ reward system promotes teamwork 252 G. Pinchot III andM. Soltanifar