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Authors:
Ann-Kathrin Leiting (ETH Zurich); Jana Thiel (ETH Zurich); Bart Clarysse (ETH Zurich)
Published in:
2020
Version:
13-May-2020
Revision date:
13-Jul-2020
Length:
5 pages
Data source:
Field research

Abstract

This is part of a case series. The B-case in this two-part series provides a short follow-up to the A-case on Bosch’s Corporate Entrepreneurship activities and should be used in conjunction with it. The case illustrates the reflections on Bosch’s initial set-up of programs to facilitate corporate renewal through internal corporate venturing, the challenges, and the subsequent evolutions of the programs in the year following the A-case. The company continues to experience unprecedented external change and pressure on renewing its core business. The restructuring of the entrepreneurship programs focused on improved integration and the installation of focus areas in alignment with corporate strategy. However, the scrutiny of outcomes continues and thus management needs to identify and focus on how to identify, create, and support those types of innovation projects that will make a substantial contribution to corporate renewal.

Teaching and learning

This item is suitable for postgraduate and executive education courses.

Topics

Corporate entrepreneurship; Corporate innovation; Corporate renewal; Corporate transformatin; Corporate accelerators; Lean start-up method

Setting

Geographical setting

Region:
Europe

Featured company

Company name:
Robert Bosch Group
Employees:
10000+
Turnover:
EUR 77 billion
Type:
Privately held
Industry:
Conglomerate
Other keywords:
automotive; industrial manufacturing; mobility solutions; consumer goods

Featured protagonist

  • Rainer Simons (male), Head of Corporate Innovation

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