Developing an Effective Corporate Entrepreneurship System: The Case of the Robert Bosch Group (A)

Abstract

This teaching case introduces the Robert Bosch Group - a widely acknowledged global player in the high technology industry - and its recent launch of corporate entrepreneurship initiatives to stimulate corporate renewal. While, in the past the company has mainly acted as major supplier of components for high technology products, notably for the automotive industry, the recent changes in the mobility sector coupled with intensified technological dynamism call for strategic reorientation and the exploration of new business fields. As opportunities shift towards supporting traditional products with digital and connected solutions the company is in search for new business models. The case describes the goals, setup, and challenges of organizing a set of initiatives that enable employees to generate new ideas and experiment in lean start-up fashion to identify and validate impactful new business opportunities for the company. The case emphasizes in particular typical decisions and dilemmas faced by large companies when trying to generate and introduce new business ideas and business models that do not fit the core business field. Core difficulties raised by this case are the cultural difference between the established corporate culture and the entrepreneurial approach, the structural positioning of internal start-ups, and the effective management of corporate entrepreneurs.