What We Do
Intrapreneurship Transformation
Transforming Business Units into Innovation Powerhouses
Established OEMs are under pressure to innovate while maintaining operational excellence. Traditional R&D can’t match the agility of startups, yet letting go of your scale advantages isn’t an option. The cost of ignoring this? Stagnation, talent loss, missed growth, and becoming obsolete in a market that won’t wait.
Why Innovation Feels Impossible for OEMs Right Now
Is This For You?
You know your organization needs to innovate, but you’re not looking for another theory-heavy report that sits on a shelf. You want measurable results—new products launched faster, fresh revenue streams, and an engaged team driving innovation from within.
This intrapreneurship transformation is for you if:
You lead a mid-sized or large OEM facing competitive pressure from faster, more agile players.
Your current R&D pipeline is too slow to keep up with market demands.
You see talented people leaving because they don’t have space to innovate internally.
You’re tired of one-off workshops that don’t translate into execution.
You want to innovate without disrupting your core business or taking on the risk of external ventures.
You need to diversify revenue streams but don’t know how to start building them inside your organization.
You value practical execution over theory and want guidance that leads to real, measurable outcomes.
If you’re ready to transform your business units into engines of growth—without losing control—our intrapreneurship framework is built for you.
Our Methodology:
The Intrapreneurship Transformation Framework
Case Study:
Transforming Business Units Through Intrapreneurship
Executive Summary
This case study explores the transformation journey of a company that consolidated similar product lines, previously distributed across three business units, into a single dedicated business unit. This strategic move enabled the company to achieve a critical mass in R&D, drive significant revenue growth, foster technical innovation, and unlock new business opportunities.
Background
- Initial Structure: Three separate business units, each managing similar but distinct product lines.
- Challenges:
- Fragmented R&D resources.
- Overlapping product development efforts.
- Limited cross-team collaboration.
- Slower innovation cycles due to dispersed focus.
Transformation Approach
Step 1: Product Line Consolidation
- Action: Merged the three product lines into a single, focused business unit.
- Objective: Achieve scale in R&D, eliminate redundancies, and unify strategic direction.
Step 2: R&D Critical Mass
- Result: Pooling of R&D talent and resources enabled:
- Enhanced knowledge sharing.
- Faster problem-solving.
- Greater capacity for complex, cross-disciplinary projects.
Step 3: Redefinition of Roadmaps
- Product & Technology Roadmaps:
- Aligned development priorities across previously siloed teams.
- Established unified goals for technical innovation.
- Enabled long-term planning with a broader perspective.
Step 4: Innovation & Growth
- Outcomes:
- Sustained technical innovation across all product lines.
- Launch of new product lines leveraging combined expertise.
- Annual revenue growth exceeding 20%, attributed to increased market responsiveness and product differentiation.
Key Benefits
Benefit | Description |
Revenue Growth | Achieved >20% annual growth through improved product offerings and efficiency. |
Technical Innovation | Unified R&D enabled breakthrough developments and faster time-to-market. |
New Product Lines | Combined expertise led to the creation of innovative new offerings. |
Team Cohesion | Consolidation fostered a stronger, more collaborative culture. |
M&A Opportunities | Enhanced visibility and scale attracted potential partners and acquisition targets. |
Lessons Learned
- Critical Mass Matters: Consolidating similar functions can unlock significant synergies and accelerate innovation.
- Unified Vision: A dedicated business unit, with a clear mandate, drives focus and accountability.
- Culture Shift: Bringing teams together requires active management of change and alignment of incentives.
- Strategic Roadmapping: Integrated planning ensures resources are allocated to the highest-impact opportunities.
- Growth Mindset: Consolidation can reveal new business opportunities, including M&A, that were previously inaccessible.
Conclusion
This case demonstrates how an intrapreneurial approach—leveraging internal consolidation and entrepreneurial thinking—can transform a company’s innovation capacity and growth trajectory. By unifying fragmented efforts, organizations can achieve critical mass, a
Why Work With Us?
Meet Oliver Jones
With 30 years of experience at the forefront of the semiconductor and automotive industries, I have a proven track record of defining and building the products of tomorrow. My career journey encompasses hardware, software platforms, and complex systems, seamlessly combining technological expertise with strategic business acumen to deliver innovative solutions that have a lasting impact on the market.
From initial concept to mass production, I have developed solutions for global markets, spanning consumer electronics to safety-critical automotive components. Throughout my career, I have honed a diverse set of functional skills, including global business development, innovation, partnership programs, mergers and acquisitions, product and project lifecycle management and technical marketing.
I specialize in assisting and coaching executives and organizations in transitioning from project-driven cultures to value-added product-driven mindsets. This includes navigating and supporting the cultural and process changes essential for sustained success.
Frequently Asked Questions
Typically, clients see initial outcomes within 3-6 months, with measurable revenue and engagement improvements within 12-18 months.
No, the framework is designed to align with and complement your core operations, ensuring initiatives support your existing business while enabling growth.
Yes, it complements R&D by addressing organizational and cultural barriers, enabling faster execution of high-potential ideas that might otherwise stall.
We work closely with your teams to build capabilities while respecting bandwidth, typically involving key stakeholders and select teams without overwhelming operations.
Clients typically achieve a 3x-5x return within 24 months, with benefits compounding as the intrapreneurship ecosystem matures.
Disclaimer
The consultants (B&P Partners) featured here operate as independent service providers. Brandt & Partners assumes no responsibility or liability for the accuracy, completeness, or quality of the content displayed, nor for any actions or outcomes resulting from services provided independently by these consultants.