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of multinational companies see a value in opening their innovation process to internal & external stakeholders.

Who are these stakeholders?

A number of pioneering organizations have realized that, enabling all employees to have a say in the implementation of innovative projects provides a quantum leap in trust and efficiency, compared to what a small group of decision makers could ever offer.

A program to create value for shareholders but also to become a respected leader in social progress.

The idea that global companies can take a leading role in social progress is not wrong; the question is how they can do so in a way that realistically achieves positive social impact and delivers value to their shareholders.

It begins by recognizing that there is money to be made in meeting the world’s challenges — an estimated $12 trillion in new business opportunities from advancing the United Nations’ Sustainable Development Goals.

And there is money to be lost from not tackling them because societal failures and climate change can suppress corporate growth and profitability.

Companies that are winning the sustainability battle have created the conditions to incubate sustainability initiatives while engaging employees and key stakeholders in the process.

How does it work?

Employees identify shared-value opportunities, and co-create solutions to radically improve the company social and environmental impact. The program combines design thinking, with the SDGs framework and lean experimentation. It is split in 3 key phases:


The research phase focuses on identifying sustainability driven opportunities related to air and water pollution, social inclusion, gender empowerment, and impact. This phase’s output will provide a range of clear sustainability challenges that the incubation process will tackle.

The ideation phase aims to address the identified challenges by leveraging the collective knowledge of strakeholders  inside and outside the organization. The ideation is followed by a hackathon – to further develop the ideas into Minimum Viable Solutions and a list of key assumptions to validate.

While quick wins are implemented right away, more complex projects deserve incubation time. Teams work on strategic planning, validating, prototyping and testing the proposed solutions. A large network of strategic advisors participate to the project co-development, end-to-end.

Different types of organization require different intrapreneurship programs

Devitalized Organizations

Main Problem

Degraded climate (e.g. due to mergers & acquisitions), low motivation and commitment, absence of initiatives.

Purpose of the program

Improve motivation and the commitment of the whole staff, stimulate initiatives.

Programs’ critical aspects

Accessibility, visibility, simplicity, proven success.

Rigid Organizations

Main Problem

The processes and circuits in place do not allow to enter the opportunities because of their slowness and their complexity.

Purpose of the program

Reduce time to market, improve responsiveness and competitiveness.

Programs’ critical aspects

Must provide autonomy and “protection” to intrapreneurs while maintaining links with stakeholders.

Inventive Organizations

Main Problem

The company has significant assets under-exploited (inventions, patents, know-how, expertise).

Purpose of the program

Improve the return on assets, generate new sources income.

Programs’ critical aspects

Project and intrapreneurs identification mechanism; project selection criteria and governance.

Disrupted Organizations

Main Problem

The company faces major transformation of its competitive, regulatory or technological environment.

Purpose of the program

Transform the vision and culture of the company: understanding the novelty, experiment, innovate, collaborate.

Programs’ critical aspects

Must provide autonomy, clear benchmarks, and foster links with relevant ecosystems.

Proliferating Organizations

Main Problem

The company has proprietary technology, which can be declined in a multitude of products and applications.

Purpose of the program

Accelerate and intensify
new development products / services; accelerate organic growth.

Programs’ critical aspects

The intrapreneurial approach must become
Standard. All aspects of the organization must be re-designed consequently.

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