How do you manage the end of incubation for an intrapreneurial exploration?

When an intrapreneurial adventure offers the hope, with a fairly reliable degree of certainty, that a new business model can emerge, we need to ask ourselves what's next, and prepare to move from incubation to acceleration. For the next stage, we'll assume that an entity within your organization has been sufficiently convinced, and that this entity, or "sponsor", is ready to finance the rest of the adventure. If this is not the case, the transition cannot take place.

The handover from the organization that helped incubate the company to the one that will be in charge of growth is a very critical phase. The latter, while accustomed to managing mature organizations, is generally inexperienced in this type of situation. This transition can either really set the initiative on the road to success, or on the contrary – if poorly managed – lead to eventual abject failure. Intrapreneurs are generally apprehensive about this period, which can be long, often complicated and subject to many twists and turns.

This sheet describes the various stages involved in making the transition as smooth as possible.