An executive in charge of incubating a new intrapreneurial business within a $20B parent company needed guidance to create an organizational strategy.
The small and nimble internal team sought direction on how to be part of a large organization while staying entrepreneurial. The team also wanted an external point of view on their core capabilities and how those could translate into working in this new space.
The team had a number of daunting challenges in front of them. In addition to managing their day-to-day responsibilities, they needed to develop a product strategy and go-to-market plan for the new business unit—while navigating the intrapreneurial waters within a multinational corporation.
The pandemic led to some surprises in their business, most notably a multimillion-dollar surge in demand from a new channel and customer base that the team knew little about.
Although this surge was a positive surprise, they still had to map out the resources required to capitalize on the opportunity and develop a pitch to share the vision within the parent company.
Moreover, the team sought to acquire intelligence on where the new market was going over the next five years so they could stay on top of the trends.
Their to-do list was already spilling off the page. It was too much for a small team to make headway on. Plus, they were passionate about another key initiative: being more strategic in giving back to the community, and embedding a philanthropic and social impact strategy in their business.
The backlog was growing, and they didn’t have the time or internal resources to move beyond their regular commitments.