5 Ways Established Companies Can Overcome Internal Hurdles to Innovation

One example comes from the airline industry, where an innovation team was tasked with researching whether customers would pay for extra leg room. The team identified the check-in kiosk as a resource where customers provide information on their buying preferences. Adding a screen that inquired about their willingness to upgrade to a roomier seat saved the money of refitting jetliners for a perk customers may be willing to do without or may not be willing to pay for.

“By doing this very simple, lightweight test, they obtained feedback from the exact point where customers would be making the purchase,” Eschbach says. “A normal startup would not be able to test something like that because they wouldn’t have the kiosks.”

Don’t Be Tempted by Blue-Sky Thinking

Intrapreneurs often kick off ideation phases with brainstorming sessions where “anything goes” and there are “no wrong answers.” Such sessions hold strong appeal. What better way to welcome input and gain buy-in across various departments?

But open-ended brainstorming sessions tend to create little of value, Eschbach says. Rather than spurring actionable ideas, discussions tend to range from off-the-mark to obscure, leaving participants frustrated.

“You’ve got to have the guard rails in place which actually open things up in a productive way,” Eschbach advises.

The solution, he says, is to focus conversations on specific areas where customers have concerns.

“You might ask the team to aggregate what’s really going wrong and hurting customers in the field,” Eschbach says. “Then you ask them to narrow down on how to help with that issue. It might sound counterintuitive, but the narrower the pain point, the easier it is to expound, talk about, and explore it.”

Eschbach has participated in a wide range of brainstorming sessions in his career. But one session during his time at Motorola stands out for being particularly effective. His innovation team was looking for ways to design communications tools for firefighters when they are on the scene of incidents.

Before the brainstorm started, the team interviewed firefighters to get a better understanding of the conditions they encounter when battling a blaze: they are under stress, they are often wearing gloves, their vision may be impaired by smoke, and they may not know the location of their colleagues.

Then, rather than starting from scratch with an “anything goes” discussion, the innovation team built their brainstorm around those parameters.

“We came up with solutions on the tech side to help them be more context aware,” he says. “We realized we could use temperature sensors to identify which firefighters are nearest the danger, and then prioritize their audio and video feeds back to the commander.”

Having guardrails in place prevented the team from wasting too much time on ideas that would have been unworkable. “We initially thought we could roll out a text option for them, but in a fire scene with smoke, what they really need is speech automation so that they can hear what’s going on instead of trying to read while they’re fighting a fire,” Eschbach says. “So many innovations emerged because we restricted the scope, not because we left it wide open.”

Find a Champion in Senior Leadership

With complex, established organizations facing so many competing priorities, having a senior leader who can provide vision and champion intrapreneurship endeavors will be crucial to sustaining their impact.

“Find a senior leader who’s willing to say, ‘I need this in my road map, or I need this in my product line,’” Eschbach says. “You want to get people on board with a high-level mandate to innovate. They’ll give you a little bit of cover.”

A C-suite champion can help intrapreneurs clear the lane if salespeople resist having innovation members speak with customers. They can also help clarify the importance of company-wide engagement in innovation efforts.

“Engagement is the real win,” Eschbach says. “Getting it depends on having the right person who is really committed to it. It’s not just about making sure a particular project gets support but making sure that you as an innovation team are. When the folks above you get what you’re doing and why, that can go a long way.”

Innovation teams may need to be, well, innovative about finding their C-suite champions. One idea Eschbach recommends is building “pitch days” into regular quarterly meetings. These events help normalize intrapreneurship activity and get high-level buy-in on projects.

“You can now bring the directors, the VPs, and others who may have budget authority into a space to hear the different pitches. When they latch onto one, now you’ve got your cover. You’ve got your champion who says, ‘I saw 20 pitches. I love that one, let’s go and make it happen.’”

“By formalizing this process, when the inevitable internal red tape and naysayers emerge, you’ll have a visible mandate to point to. And if push comes to shove, there’s now someone in your corner with the motivation and authority to help keep your efforts moving forward.”