The Custom Intrapreneurship Accelerator is a cohort-based fellowship, running two to three months, in which selected employees learn and apply the complete Intrapreneurship Journey to live business opportunities inside their organization.
With structured facilitation, mentorship, coaching, peer support, sponsor access, and practical tools, participants move from an early insight or idea to a decision-ready recommendation and a credible path toward a pilot or implementation.
They develop as leaders by doing work that matters, and the organization benefits from stronger thinking and meaningful opportunities moving forward, across two to three months.
Part of the organizational track.
Many leadership programs teach people away from the realities of their work and hope they apply the learning later. Many project-based engagements move the work forward without developing the internal people who will need to lead it.
The Custom Intrapreneurship Accelerator, across two to three months, deliberately brings the two together. Participants learn the full Intrapreneurship Journey while taking responsibility for a live opportunity, challenge, or initiative, applying what they learn with real colleagues, stakeholders, evidence, constraints, and decision-makers. The result is a dual return.
Participants work on live intrapreneurship projects from inside the organization.
Each participant, or small participant team, works on a real opportunity that matters to the business. That opportunity might involve:
The project does not need to begin as a complete idea. It may begin as an observation, a question, or an early proposal.
I believe there is a better approach, but I need to investigate it and build support.
The fellowship gives participants a disciplined way, over two to three months, to move from that starting point toward a responsible organizational decision.
A strong project is meaningful enough to matter, but focused enough to move within two to three months.
It should:
Projects can be identified by participants, nominated by leaders, or selected from strategic areas defined by the organization.
Individual opportunity model. Each participant advances a different opportunity from within their own role or function. This works well when the organization wants to encourage initiative across multiple parts of the business.
Shared strategic challenge model. Participants work in small cross-functional teams around priorities identified by the organization. This works well when an important challenge requires expertise and ownership from across the system.
The two can be combined: participants may begin with individual opportunities and later form teams around the strongest projects.
The fellowship does not begin with pitching. Participants are guided through every stage required to understand the opportunity, build a credible response, earn support, and prepare for implementation, and each Dimension produces work they carry into the next. See the framework in full.
Understand the world before trying to change it.
Participants begin by learning the history, people, pressures, assumptions, and existing efforts surrounding their project. They observe, ask thoughtful questions, listen brilliantly, and clarify what they hear.
They explore:
Participant output A perspective-gathering plan, stakeholder map, and clearer understanding of the current system.
Connect the opportunity to what matters most.
Participants identify the organizational priorities, performance metrics, and reinforcement systems connected to their project. They learn to distinguish between an idea that is personally interesting and an opportunity that is relevant to the organization.
They explore:
Participant output A clearly framed opportunity connected to organizational priorities and measurable outcomes.
Move from assumptions to evidence.
Participants investigate what is actually happening. They gather information, examine performance gaps, stratify data, test competing hypotheses, and work with those closest to the situation to distinguish symptoms from underlying causes.
They explore:
Participant output An evidence-based analysis of the opportunity, performance gap, or root cause.
Develop solutions with, not merely for, the people involved.
Participants generate, compare, and strengthen possible responses. Rather than protecting an idea as personal property, they involve others whose knowledge and participation can improve it.
They consider:
Participant output A set of evaluated options and a credible recommendation grounded in impact, risk, return, feasibility, and organizational reality.
Build the clarity and trust required for a decision.
Participants learn that gaining support is not simply about selling an idea. They must help different decision-makers understand the situation, trust the process, see the value, and believe that the risks have been responsibly considered.
They explore:
Participant output A decision-ready recommendation, stakeholder strategy, and presentation designed for the leaders and partners whose support is required.
Prepare the idea to survive contact with the organization.
Approval is not the end of the Journey. Participants consider what will be required for people to adopt, test, support, and sustain the new way.
They develop:
Participant output A practical path toward a pilot or implementation, supported by meaningful measures and shared ownership.
Participants are supported, but they remain responsible.
The two to three months are designed to help participants do the work well, not to do the work for them. They are surrounded by a structured support system that may include:
The exact mix and intensity of support is designed around the cohort, projects, context, and intended outcomes.
Every engagement is custom-designed, and the two to three months generally move through six stages.
The Accelerator, across its two to three months, requires more than permission to participate. Sponsors play an active role in creating the conditions for meaningful work.
The fellowship requires more than permission to participate. Sponsors may help define strategic areas, select participants, protect time for the work, provide access to relevant people and information, attend checkpoints, challenge assumptions, and make or enable real decisions.
Giving someone an important project without access, time, sponsorship, or the possibility of action does not develop intrapreneurship. It teaches frustration.
Success is considered at two levels.
Participant development
We may examine growth in participants' ability to:
Organizational progress
Depending on the project, progress may include:
The decision-maker
Brent brings the perspective of a Fortune 50 executive, entrepreneur, advisor, and organizational decision-maker who has evaluated, challenged, sponsored, and implemented ideas across corporate, entrepreneurial, and nonprofit settings. He helps participants understand what leaders are responsible for, how they evaluate risk and opportunity, and what they need to see and trust before supporting a new direction.
The learning designer
Mentor brings the perspective of an educator, organizational futurist, learning designer, and facilitator who has developed leadership, innovation, and change experiences across business, education, government, and social impact. He helps participants translate the Journey into meaningful action through facilitation, reflection, coaching, peer learning, and practical application inside complex organizational environments.
Together, they bring the perspectives of those seeking to influence change and those responsible for deciding whether, and how, that change should move forward.
The fellowship is designed for people who are close enough to the work to see opportunities but do not yet control all the authority, resources, or decisions required to act alone. They do not need to manage a team. They do need the curiosity, commitment, humility, and initiative to investigate a live opportunity and involve others in shaping the response.
Strong participants may include
The Intrapreneurship Foundations runs five weeks, as one orientation and eight two-hour sessions, and builds the capability across a cohort. The Two-Day Intensive runs two concentrated working days for retreats and off-sites.
Compare all three formats before you decide.
You do not need to arrive with a completed program brief. Tell us which people you want to develop, what priorities matter most, what opportunities are not moving, and what you hope will be different afterward. We will help you determine whether the Accelerator, which runs two to three months, is the right format, and design it around the work your organization and emerging leaders are ready to take on.