A critical point I have encountered working with corporations is that their own Decision-making units (DMU) are often dysfunctional. For the vanilla 24DE, we teach entrepreneurs how to think about the DMU within the context of their customer.

For corporate innovation, one significant barrier is that the corporation should be able and willing to purchase high-value goods or services to bundle into the new offerings they are creating. However, I’ve worked with corporations where a manager in the corporate innovation team wants to adopt and experiment with something new and unique, but they cannot get approval from their own accounting department or compliance team for the purchase. 

In my experience, the most important think is to remember that a corporate strategic transformation process is in constant development and innovation initiatives should contribute to it. Disciplined Entrepreneurship put focus on customer needs but in corporate innovation a lot of stakeholders need attention, that puts in place the necessity to orchestrate the several initiatives inside of an entire innovation portfolio and also harmonize it with current and future organizational capabilities.