Discover the framework.
Gaining Perspective informs every Dimension. The Dimensions give direction to the work; new insights help you confirm or revise earlier assumptions as you move forward.
The Intrapreneurship Journey brings together Gaining Perspective and five connected Dimensions to help you move ideas from possibility to shared action.
The framework combines the human side of change with the quantitative work behind a compelling recommendation: organizational priorities, metrics, root causes, return, risk, and implementation.
Gaining Perspective informs every Dimension. The Dimensions give direction to the work; new insights help you confirm or revise earlier assumptions as you move forward.
Understand other people’s worlds.
Gaining Perspective means getting into other people’s worlds.
Start with leaders: what they are responsible for, working toward, measured by, and reinforced for. Then learn from teammates, customers, and everyone who will help shape or experience a new way. Listen to understand their world before deciding what should change.
Keep gaining perspective before, during, and after every Dimension.
Connect your idea to what matters most.
The path to influence begins with being crystal clear about what the organization and its leaders care about most. A new idea is important only when it contributes to something the organization is already trying to achieve. Three things have to be understood, and they are not interchangeable: the priorities receiving leadership attention, the performance metrics that show movement against them, and the reinforcement systems that influence which behaviors continue or change.
Reinforcement systems are often overlooked. A stated priority tells you what leaders say matters. What gets rewarded, promoted, funded, or corrected shows which behaviors people are encouraged to continue or change.
Understand the real issue with others.
Once the idea is connected to a current organizational priority, work with others to understand the system before recommending a remedy. A private theory can miss important evidence and leave out people whose knowledge will matter later.
The people closest to the work bring insights that reports and org charts cannot provide alone. Including them improves the analysis and begins building shared ownership before a recommendation exists. Inclusion begins here and continues through the Journey.
The work itself is disciplined rather than intuitive. Identify the performance gap. Stratify the data, because averages tell you that something is happening while stratification tells you where and for whom. Then move from symptom to root cause, remembering that a root cause is not simply the last why someone says in a meeting. It is a contributing condition that, when addressed, is reasonably expected to improve the gap.
Develop a compelling, actionable recommendation.
With the contributing causes understood, continue working with people closest to the issue and bring in other relevant expertise. Develop several possible remedies, then compare them before deciding what to recommend.
Evaluate options through the eyes of the people who will decide and the people who will live with the change. Weigh likely benefits, costs, risks, timing, and the needs of different stakeholders. Recommend a focused pilot: what it will test, how you will measure results, and how the team will decide what to do next.
Plan enough to support a decision, with room to learn before a wider rollout.
Build the trust and clarity to move the idea forward.
Enrollment means sharing a new way with enough clarity and credibility that leaders and others can decide whether to support it. Understand the questions they bring, the responsibilities they carry, and what they need to trust before committing to change.
A leader is asking: Do I trust this enough to support a change?
Trust grows when leaders can follow the logic and believe the recommendation is grounded in reality. Those are two separate things. Clarity is whether they can understand the problem, the root cause, the recommendation, the expected impact and the path forward. Believability is whether they think the work is complete enough, the evidence sound enough, the team capable enough, and the risks understood enough. Together they produce the confidence to change.
A strong recommendation addresses uncertainty and reduces risk where it can, while being honest about what remains unknown.
Turn the new idea into shared action.
Leadership approval opens the way to act. A compelling recommendation still needs people, preparation, and a system that can make the new way work.
Now gain the perspective of the people who will carry out, support, or experience the change. Work with them so they understand and shape the new way and share ownership of its results. Keep leaders engaged as sponsors while the team tests and adapts the approach.
From there the work is communication, preparation, training, performance measures, feedback loops, reinforcement systems, timelines, and usually a pilot. A pilot is not a smaller launch. It is a disciplined learning environment: pilot, assess performance, decide, then iterate or standardize so the new way becomes the standard way.
Dimensions name connected areas of work, each with clear things to do. The Journey has a direction from Align through Implement. Gaining Perspective continues along the way; new information can confirm an earlier assumption or call for a closer look before the team proceeds.
Each Dimension has essential work to complete. How it is done can draw on an organization’s existing processes, methods, and practices. The framework works alongside those methods.
Gaining Perspective is the anchor throughout all five Dimensions. It begins with understanding and appreciating what exists today. As the team learns, it can confirm what it knows or revise what new evidence changes. Once a new way becomes part of organizational history, scaling it may call for another Journey.
It brings the human side and the business side of change into one practical discipline, rather than treating them as competing instincts.
Built from the experience of people who have proposed ideas and leaders who have made consequential decisions. It helps emerging leaders anticipate what decision-makers need.
Resistance is normal. Listening, inclusion, and shared ownership build respect and create the conditions for adoption and successful implementation.
It brings trust, authenticity, and collaboration together with metrics, analysis, return, risk, and execution.
As new perspectives emerge, check earlier assumptions. Confirm what holds, revise what does not, and adapt the recommendation or implementation plan.
AI can reveal patterns, examine evidence, and develop options at a remarkable pace. Used throughout the Journey, it can help teams see more and make better informed decisions. Gaining Perspective brings leaders’ priorities and the knowledge of people closest to the work into view. The Dimensions help a team test alignment, strengthen a recommendation, earn support, and implement with those affected. Together, AI and the Journey give promising ideas a stronger path from possibility to practice.
Practice the full Journey with Brent Martini and Mentor Dida in the Online Cohort, or bring the methodology into your organization.
Gaining Perspective. Building the capacity to contribute.