Enterprises have assets that no startup can match, including extensive man-years of accumulated know-how, technologies, brands, relationships and routes-to-market. This intellectual property is a gold mine for corporate innovation programs.
Unfortunately, established enterprise assets tend to be compartmentalized, sometimes with competing owners looking out for their own turf and hesitant to freely share with other units in the organization. This can be a major obstacle to successful innovation programs.
Enterprises are not democracies; senior management must play an important role in balancing the legitimate needs of the asset owners and those of the innovation leaders. They must convey to all relevant managers the priority being given to innovation programs and even provide for loopholes that allow innovation leaders to circumvent certain bureaucracies that would otherwise hinder their access to key assets.