The Hidden Innovators Already in Your Business
There are conversations that stay with you long after they end.
A recent one stands out. We were speaking with someone based in Toronto who works in the ethics space. She was exploring an idea to improve how her work is done. To make it more efficient and effective. Something that could have a real impact.
As the conversation developed, a practical consideration came up. The solution she wanted to build was closely tied to her day-to-day role, which meant her company could potentially own the intellectual property. We raised it with her. She should check her contract to see whether she might need to consider ownership.
Her response was not what we expected. She said that if the company owned it, that was not a problem. She wanted her work to improve. She wanted the company to improve. And beyond that, she wanted the whole industry to improve. She was happy where she was. She was not trying to build a separate business.
That moment reminded us of something important: not everyone wants to be an entrepreneur.
We often talk about innovation as if it only exists in one form: start a company, build something new and take it to market. But that is not the only path.
Many people within organisations want to create change. They want to improve processes. They see gaps and think about better ways of doing things. They are not disengaged or trying to leave.
They are what we would call intrapreneurs: people who innovate within an organisation rather than outside of it. And in many cases, they are overlooked.
The Opportunity Most Companies Miss
From a leadership perspective, these people are incredibly valuable:
They understand the business at a level that external consultants cannot.
They see how things actually work, not just how they are described.
They experience the friction, the inefficiencies and the small problems that accumulate over time.
And they often already have ideas for improving things.
But too often, those ideas go unheard. Not because they are not good. But because everyone is busy. Because there is no space to explore them or there is no structure for experimentation.
So instead, companies invest heavily in external support. They bring in consultants to identify problems that people already understand internally. They design solutions that may not fully reflect day-to-day realities. Meanwhile, the people who could have contributed the most are not given the opportunity.
Where Frustration Builds
We have seen this happen repeatedly: someone has a strong idea but it gets pushed aside, delayed and/or deprioritised or lost in a long list of other priorities.
Over time, that creates frustration. Not just for the individual, but also for the organisation. Because those missed ideas represent missed progress.
Why This Matters Even More Now
In the context of AI, this becomes even more important. When organisations start exploring automation, new tools, or system changes, there is often a gap between technical capability and real-world application.
Intrapreneurs help bridge that gap:
They understand how processes work in practice.
They know where inefficiencies exist.
They can identify where automation would genuinely help, and where it might create new problems.
Even when working with consultants or technical teams, they are often the ones who can translate ideas into something that actually fits the business. They are not removed from the work. They are embedded in it.
The Role of Leadership
Intrapreneurs can only go as far as the organisation allows.
If there is no space to experiment, nothing happens. If there is no encouragement to explore ideas, people stop sharing them. If everything has to go through rigid structures, innovation slows down.
Leadership plays a key role here. Not by controlling every idea, but by creating the environment where ideas can be tested safely. Where people feel comfortable contributing. Where experimentation is possible without unnecessary friction.
It also requires awareness. Not everyone will call themselves an intrapreneur. Many people do not even realise that this path is available to them. But their behaviour makes it clear. They are the ones asking questions, suggesting improvements, and thinking beyond their immediate role. Those are the people to notice.
A Different Way to Think About Innovation
Innovation does not always need to come from outside. Sometimes it is already sitting within your team, waiting to be heard.
And for individuals, there is something equally important here. You do not have to start a company to create a meaningful impact. There are different ways to contribute. Different ways to build and to improve the systems you are part of.
Summary
Innovation is not limited to entrepreneurship.
There are people inside organisations who are already thinking differently, already identifying improvements, already trying to create change. When businesses recognise and support these individuals, they unlock the potential already within their teams.
By creating space for intrapreneurs, especially in the context of AI and evolving technology, organisations can build solutions grounded in real experience that improve how work is done.
The question is not whether these people exist. It is whether we are paying enough attention to them.
Key Points
There's a critical difference between traditional entrepreneurs (who want to build their own companies) and intrapreneurs (who want to innovate within an organisation). We often forget intrapreneurs exist as a valid path
Many people haven't even heard the term "intrapreneur" or realised it's an option for them, even though they might naturally fall into this category
Intrapreneurs want to create change and improve things, but are happy working within an existing company rather than starting their own
These internal innovators often face pushback simply because everyone is too busy to listen, causing companies to miss opportunities
Companies frequently spend significant money on external consultants whilst overlooking the innovative people already on their teams who understand the business intimately
The example from the Toronto call: someone in ethics willing to let the company own the IP of her solution because her goal was improving the entire industry, not personal ownership
Intrapreneurs are particularly valuable in the AI era because they understand day-to-day processes and can bridge the gap between technical teams/consultants and real business needs
As managers and leaders, you need to identify these people and give them space to experiment actively. They're key to transforming your company
Innovation doesn't always need to come from outside; sometimes your best ideas are already sitting in your team, waiting to be heard
