Alcatel-Lucent, an international telecommunication equipment manufacturer, want to gain an innovative edge against its rivals. The company, situated in Paris, France, has been conducting boot camps for its employee to provide business training and help them monetize their innovative ideas that could create the values for the company.
The program started 32 projects, of which one has spun off, two have been commercialized, and three transferred to business units within the company. The company found some negative cash flow in the year 2012 that led to stop the boot camps due to a program that could reduce the cost for the company.
By June 2014, after a change in top executive the company reconsidered to incorporate the idea of boot camp to promote the innovative culture, but the director of Open Innovation & Intrapreneurship is encountering three challenges: how to reconcile the big business intolerance for failure with failure-prone Intrapreneurship, how to plan a forward looking component, and how to change the design to make boot camp more effective in its new version.
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