How intrapreneurs reach a career crossroads – and what we can do about it

Recently, I wrote about the discovery journey I’ve begun following my experience as a corporate changemaker. A pivotal moment in my life led me, a passionate intrapreneur, to realize that my corporate role was no longer aligned to my needs. Having concluded an intrapreneurial endeavor that meant a lot to me, I found myself alone, adrift, and wondering where to go next.?

I wanted to better understand why I had arrived at this crossroads in my career. Surely it wasn’t “only” because I had become a mother. (Although of course this was a significant factor – and a whole other topic of discussion). What other forces might have influenced me as an intrapreneur? I decided to interview other experienced intrapreneurs to understand if I truly was alone in my experience. I spoke with over a dozen people from eight industries across Europe, the UK, the US, and Australia.?

What I learned in this research illuminated not only my own challenges, but also a more widespread opportunity to support intrapreneurs who are transitioning out of a project or initiative. Below I share some of my initial findings, why they’re important, and what intrapreneurs and their employers can do next.

But first: Who are intrapreneurs anyway?

An “intrapreneur” is someone who thinks and acts like an entrepreneur within an existing organization, creating something new for the benefit of that organization and the communities it exists within. Intrapreneurs push boundaries, helping organizations to stay innovative and relevant. Increasingly often, they aim to drive a social impact through their initiative. This makes intrapreneurship a powerful force for positive change.?

Today’s world is increasingly complex, fast-paced and in need of new solutions to problems. Organizations must innovate to stay relevant. Global collaboration is required to ensure our collective future. And individuals need new skills and mindsets to thrive in the working world.?

In this context, intrapreneurs are arguably some of the most important talent organizations can have. They drive innovation of products, services or employee experiences. They think about the bigger picture. And their key characteristics are directly in line with many of the World Economic Forum’s Top 10 Skills of 2025 – meaning that more people should be thinking in intrapreneurial ways to be successful going forward.?

Based on this, one might assume that organizations would actively take steps to identify, develop, and nurture their intrapreneurial talent – not only while they deliver one intrapreneurial project, but throughout their careers.?

Unfortunately, as I’ve learned, this often isn’t how it plays out.

An intrapreneur's experience

Intrapreneurship can be incredibly rewarding.

For an intrapreneur (as with many entrepreneurs), the thrill of conceptualizing, building and launching a new and impactful idea over which you have ownership and freedom to experiment is almost unmatchable. Indeed, my intrapreneurial work has been the highlight of my career.?

But it’s also incredibly challenging.

The intrapreneurs I spoke with described a familiar uphill battle when trying to make change happen in an organization. This included navigating “red tape” and the political climate, finding the managerial support and time to drive their initiative, working with limited resources, and keeping themselves motivated when progress slowed.?

“I found myself asking, ‘What am I fighting for?’” – Interviewee

And almost inevitably, intrapreneurs reach a moment of transition.

The intrapreneurs who drove their initiative as a “side hustle” or on top of their day job shared numerous stories of their path ending. This might have been due to the idea getting absorbed into the business, political forces at play, a limitation of managerial support, or simply handing leadership over to other colleagues. (This last point has primarily been the reason for my own transition out of intrapreneurial initiatives – I believe firmly in “passing the baton” and giving others the chance to lead and develop).?

“Then the idea got absorbed into the business and that was it. We weren’t involved anymore.”

“I had 11 unmitigated successes but they all failed due to politics.”

Other intrapreneurs had turned their endeavors into a full-time role. They spoke about the evolution of the role and how, after taking their initiative to a certain point, they began to think about their next career step. No surprise, given the ambitious, growth-oriented mindset of an intrapreneur.?

Regardless of the runway, these changemakers ultimately found themselves asking, “so, now what?” Like me, they wondered how they might move forward following the joy and challenge of their intrapreneurial initiative.

The intrapreneur's career crossroads

Through my discussions, I learned that intrapreneurs arriving at this career crossroads face a consistent series of questions, many of which resonated with my own experience:?

1. Who am I outside of this intrapreneurial endeavor??

The intrapreneurial interviewees had poured heart and soul (not to mention countless hours) into their initiative. They were deeply proud of their work. In concluding it, they suddenly faced questions about who they were and how they would continue to make an impact moving forward.?

“I was in purpose paralysis.”

“My identity had been so shaped by the work I do. Who you are outside of [the] work is a huge question.”

As described, I too pondered such questions around how I could find work that allowed me to use my unique passion, skills, and experience to make a meaningful difference. If not via my intrapreneurial initiative, then how??

2. Where is my career going next?

The experienced intrapreneur has developed a skillset and mindset increasingly critical for future success (of both the individual and the organization). But often, such skills and perspectives don’t neatly slot into the traditional corporate context.?

The intrapreneurs I spoke with expressed fears of a working life without their intrapreneurial endeavor. Those who had concluded intrapreneurial projects alongside their “day jobs” felt a void, unsure whether they would find the same level of fulfillment and challenge in their work. Those who had a full-time intrapreneurial role were deeply uncomfortable about what the next step might mean. In creating their own roles, they had developed (and collaborated) in ways potentially unfamiliar to the organization. Many wanted to take the next step, but didn’t see how their skills would translate.?

“I’m scared…will my daily job be enough to fulfill me?”

“There’s no clear career path [after creating your own role]… no obvious next step.”

In addition, some intrapreneurs noted a lack of support from their organization in finding that next step. While the impact of their work had been recognized, this didn’t always translate into new opportunities (or, specifically, opportunities which would be attractive to an intrapreneurial profile).?

“I wasn’t recognized in the ways I had expected.”

“Afterwards it was just…nothing. I just had my daily job and it was not that challenging anymore.”

This point in particular resonated with me. I had been given a great new opportunity at my company, partially as a result of my intrapreneurial work. But in retrospect, the key characteristics of the role were not in alignment with major things I valued as an intrapreneur. I was recognized for my work, but not with the right sort of opportunity. It made me question my career path – to the extent that I ultimately left the company.?

3. Have I really made a difference? Was it worth it??

Some of the intrapreneurs I spoke with admitted to feeling jaded. While pushing for change via their initiatives, they had confronted the reality of big organizations. They’d observed instances of slow process, stagnant thinking, and talk over action. They found their idealistic thinking and expectations crashing into the reality of the day-to-day and, in stepping back, wondered whether their hard work had really moved the needle at all.?

“How do I stay motivated and still believe that positive impact and change is possible?”

“It’s all an illusion, your career.”

While I too navigated the inevitable moments of questioning my impact, I felt this particular question less acutely than some interviewees. Much of this stemmed from our ethos of experimenting and continuing to learn as our initiative evolved. If we didn’t see impact in one area, we would try something else. I also genuinely believe that the organization has evolved as a result of our work. And finally, at the very least, the team I worked with had career-defining experiences which, I hope, have positively shaped their future careers. This feels like success to me.?

4. Am I the only one feeling this way??

Somewhat ironically, a feeling of loneliness was probably the most universal point in my discussions. Being an intrapreneur is hard. The journey itself can be isolating. But when the intrapreneurial role is winding down and questions about career and impact start to surface, the loneliness is compounded. It’s common to feel as if one is alone in a wood, staring at diverging roads which have rarely – if ever – been traveled.??

“I felt like a square peg in a round hole.”

“It’s a lonely journey to figure out what’s next… you get on LinkedIn and think, no one else is doing this.”

Just months ago, I too was feeling this sense of loneliness acutely. This research has helped to show me that I’m not alone – and in fact, that I’m in very good company.

Why does all of this matter??

Intrapreneurs genuinely want to make a difference. They often go above and beyond to innovate and drive change within their organizations. In many ways, they represent how companies and employees need to evolve moving forward. More programs are emerging to identify intrapreneurs and get them started on their journey (though there’s more work to be done here). But what happens when the intrapreneurial project or role concludes? The intrapreneurs are no less innovative, passionate, or talented. Their dreams, needs, and wants broadly haven’t changed. But they’re often left to move forward in an environment that doesn’t support their unique profiles.?

Why is this a problem? Think of the intrapreneurs themselves. These are challenging questions to tackle – and facing them unsupported could lead to burnout or other mental health challenges. (I’ve seen it happen.) These changemakers may decide that changemaking has become unsustainable.?

More broadly, consider the potential that might be getting lost. The intrapreneurs may decide on an “easier” path, focusing on their day job and leaving their innovative ideas behind. Or they may leave their organizations to pursue different routes, taking their innovation and passion with them. What a loss for these organizations – and often the communities they seek to serve.

So what can be done about it??

The challenges coming to light here are complex, and they’ll need to be addressed by intrapreneurs themselves as well as the organizations hoping to develop and retain them. Here are some initial ideas about what can be done:?

Actions for intrapreneurs

• Get clear on new skills and career goals: Work through the experiences you’ve gained as an intrapreneur, and be ready to articulate the unique skills and perspectives you’ve developed and how you’d like to use them in future roles. Be specific.?
• Foster community: Connect and share with other experienced intrapreneurs. Some powerful communities (e.g. the Circle of Intrapreneurs) already exist to support those beginning and within their intrapreneurial journey. But there’s an opportunity to focus more on those transitioning away from a specific intrapreneurial initiative. A community focused on this could provide support and solidarity while promoting the exchange of tips for navigating such transitions as a changemaker.?
• Focus inward: As one interviewee wisely said, “We can’t change the world until we change ourselves.” Spend time gaining insight into who you are, what drives you, and how you can better navigate your surroundings to make a sustainable impact, wherever your path takes you.?This will help you make decisions aligned to your purpose and will strengthen your resilience. Being a changemaker is hard and can be thankless – don't give up!

Actions for organizations?

• Understand the profile of an intrapreneur: Take time to understand the key drivers for intrapreneurs and what will keep them engaged in the mid- to long-term. Usually, a brief career boost or moment in the spotlight is not an intrapreneur’s primary motivation (although this is sometimes the perception). Tap into what matters to them, and your people – and business – will reap the benefits.?
• Support and nurture intrapreneurial talent: Work with intrapreneurs to understand the unique skills and competencies they possess and how these may translate into career paths within the organization. When hiring for relevant internal roles, take intrapreneurial characteristics into account, seeking to identify candidates who go above and beyond, challenge the status quo, and build new things. These mindsets may be more important than specific experience in many cases.?Consider rewarding managers and employees who consistently nurture intrapreneurs, e.g. by putting relevant KPIs into place.
• Signpost and support alternative career options: Often, intrapreneurs have worked within corporates (and even in similar functions / roles) for their whole careers. They may be seeking new challenges. Help them understand different ways to look at their career to keep them engaged and thriving. Support them in launching another intrapreneurial endeavor. Or consider offering unique development opportunities. For example, corporates might partner with startups to facilitate secondments outside of the organization. Such experiences will allow intrapreneurs to further test and develop their entrepreneurial skills while also infusing new thinking back into the organization.?

More research and thinking is needed to understand the right mix of solutions to this challenge. The next steps I'm taking and how you can get involved are described below. For now, one thing is clear: If we want these changemakers to continue to thrive, how we support them throughout their career needs to change too.?

#intrapreneurship #changemaker #socint #futureofwork #talentmanagement #innovation

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It takes a village – here’s how you can get involved?

As we’ve learned, there’s an opportunity for change here. But we’ll only see progress when we work together. In the spirit of being action-focused, here’s how you can get involved, whether you’re an intrapreneur, changemaker, or corporate leader supporting them:?

• Share your views: Do these challenges resonate with you as an intrapreneur or leader? What might other potential solutions be? Let me know your thoughts via comment or DM.?
• Participate in future research: I’m continuing to research some of the challenges intrapreneurs (and changemakers more broadly) face. Let me know here if you’re interested in sharing your perspective in a short conversation.?
• Brainstorm and build: I’m also exploring pulling together a collaborative workshop on this topic, focusing on ideating real solutions to support those who have reached this crossroads. Interested in attending? Register here.