Intrapreneurship has moved beyond being an emerging trend to become a strategic necessity. However, many organizations face the same challenge: how to move from concept to real implementation?
In a previous article, we explored why intrapreneurship is vital to the future of business. Now, it is time to address the how: the concrete strategies to cultivate that internal entrepreneurial spirit that will transform the company from within.
The spirit of “A Message to Garcia”: the foundation of intrapreneurship
There is a revealing parallel between intrapreneurship and the classic essay “A Message to Garcia” by American essayist Elbert Hubbard. In this story, Rowan is given the mission of delivering a message to General Garcia in the midst of war, without knowing where he is or how to get there. He does not ask for details or step-by-step instructions; he simply takes the message and delivers it.
This is precisely the spirit of the intrapreneur: the ability to see an opportunity, take initiative, and execute without requiring constant supervision or having every obstacle resolved for them. The intrapreneur is the one who identifies a need within the organization and takes responsibility for “delivering the message,” that is, turning the idea into reality.
The intrapreneur shares three characteristics with the protagonist of this story:
Combined vision and execution: they are not just idea generators, but executors who bridge the gap between conception and realization. They are “doers who dream,” capable of being planners, strategists, organizers, and creators at the same time.
Calculated risk-taking: just as Rowan assumed the physical risk of his mission, the intrapreneur is willing to take calculated risks to achieve their goals. They are not discouraged by fear of failure, but see it as an opportunity for learning.
Autonomy in decision-making: this is perhaps the most distinctive characteristic. The success of intrapreneurial initiatives is directly related to having sufficient resources and the decision-making power needed to execute what has been planned.
While Rowan operated in a hostile environment, modern companies must strive to create an environment that not only allows but actively encourages the emergence of their own “Rowans.” This is where many organizations fall short: they expect intrapreneurial behavior without creating the necessary conditions for it to flourish.
Below are five key intrapreneurship principles to keep in mind:
Innovation and creativity must be at the core of corporate values. This means actively fostering curiosity and openness to change, not just declaring them in the company’s mission statement. Organizations must create spaces where employees feel comfortable challenging the status quo and proposing new ways of doing things.
Leadership commitment must be real and expressed both through resource allocation and a genuine openness to listening to and supporting new proposals. If top executives are not aware of and convinced of the importance of these initiatives, it is very difficult for ideas to move forward. Managerial support is essential to validate employee initiatives.
Organizations must understand that not all ideas will be successful. Creating a psychologically safe environment where employees feel comfortable sharing ideas and taking calculated risks is essential. If mistakes are punished, proactivity is stifled. Failure should be seen as a valuable opportunity for organizational learning, not as a setback to be avoided at all costs.
Although “A Message to Garcia” is powerful because Rowan executed his mission with limited resources, in the corporate world companies must provide what intrapreneurs need to bring their ideas to life. This includes funding, tools, dedicated time, and a flexible organizational structure. Good ideas need fuel to become reality.
Recognizing and celebrating intrapreneurs’ success is key to reinforcing motivation and building a sustainable culture. This can take the form of financial incentives, public recognition, or professional benefits such as internal growth opportunities and specialized training. Recognition not only rewards the intrapreneur, but also inspires others to follow their example.
The Latin American context presents unique challenges and opportunities for intrapreneurship. Although employee entrepreneurial activity is still incipient, the concept holds enormous potential to become a transformative tool.
The difference between expecting Rowan-like employees and creating a true intrapreneurial culture lies in intentionality. If “A Message to Garcia” highlights the invaluable value of autonomous, no-excuses execution, intrapreneurship represents the mechanism through which companies channel that same spirit in their employees, turning them into a driver of innovation and growth.
A smart company does not simply expect its employees to be Rowans; it actively creates the climate and structure that make this behavior possible and profitable. This involves:
Establishing clear processes for idea submission and evaluation
Allocating specific budgets for intrapreneurial projects
Creating dedicated time for exploring new initiatives
Developing metrics that value both success and learning from failure
Training leaders who know how to mentor and support innovative projects
Encouraging interaction among people from different areas to cross-pollinate or complement knowledge
Implementing intrapreneurship is not about adopting a single new organizational practice, but about deeply transforming how companies understand innovation, talent, and the future. It represents a way to harness employees’ creative potential, leading to greater engagement and talent retention.
The most successful intrapreneurship projects can evolve into independent business units, generating additional revenue and diversifying the corporate offering.
Are you ready to implement an intrapreneurial culture in your organization? We invite you to explore our success stories and cultural transformation services. If you would like to dive deeper into the role of innovation in change management and intrapreneurship, we recommend downloading our PDF here.
By Hernán Tello, Partner at Olivia.