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This supporting video is to accompany the case. The abstract for the case is as follows: This case deals with corporate entrepreneurship as a means of avoiding organisational inertia. Organisational inertia is a phenomenon that organisations typically experience after long periods of success. Hilti had been exceptionally successful for several decades and is among the few companies to still remain dynamic, open to change, and innovative. One particular reason is the systematic, methodical investment in building and developing corporate entrepreneurship. What makes the Hilti approach special is that corporate entrepreneurship is transferred for the long-term into the shared values, thinking, and behaviour in the company. This case study describes the strategic and cultural development of the company and the factors which contributed to its enduring success. Particular emphasis is devoted to: (1) proactive change as a basic element of Hilti's strategy; (2) controlled cultural change extending to the transformation of every employee into an entrepreneur; and (3) how the challenges of corporate entrepreneurship were dealt with.