The only thing permanent is change. We have heard this phrase plenty of times. However, organizations tend to fall into comfort zones.

Innovation frequently implies changing the status quo of an organization, and only agents of change, or intrapreneurs, can promote these processes.

If for the CEO and Top Management, giving birth to a counterculture idea usually poses a very difficult challenge, for those who have no formal power it becomes almost an epopee.

When intrapreneurs are hired or trained, most of the times the reason is that there is a will to develop profound changes, and we all know that these kind of changes tend to clash with the organizational values and behaviors, which have ways of thinking linked to the organization’s past that have become the way to understand the company and its basis of success. Culture eats strategy for breakfast.

Normally, when these intrapreneurs promote their ideas with too much intensity, and these ideas start being considered a threat for the values/behaviors considered important, and become detected by the defenders of the past, they tend to be neutralized. And if they are too dangerous and difficult to manage, some sort of trap is developed in order to get rid of them.

The non-written rules of organizations are cruel and ruthless, but well-known by everyone, regardless how necessary these changes may be.

No matter where change is coming from, even if it is from the highest level of the organization. If intrapreneurs are not properly protected they will burn down, as if they were fireworks, loudly and leaving a pretty trail that everyone will admire, but with no organizational impact at all.

What can we do to make sure that we are not sending our best employees into a suicidal mission?

Sponsorization from the highest level: when innovation comes from the top, for instance from a CEO, it will be more difficult to eliminate the rule breaker.

Sponsorization of support: involver high level executives and middle management in the recruitment, training, tutoring and sponsorization of intrapreneurs. Paradoxically, the change program and their actors must be chosen by those who can lead through possible resistance.

Internal and external recruitment: the profile of intrapreneurs must fit the demands of the mission. The recruitment and proposals of intrapreneurs must be internal with external filters that secure the profile.

Resources and time: providing resources, particularly time, to intrapreneurs is basic. This may impact the organization’s progress, but, even though it is an elevated price, is the price that must be paid.

Goals and rewards: the goals must be clear and a special bonus may act as a powerful engine to deal with the fatigue linked to multitasking and the more than probable organizational indifference or boycott.

Creating a network change platform: change must have its own structure and strict rules, just like the company has. The architecture of the corporative network, with different roles, project teams and committees is a great tool for change.

Train them in change management: we have all managed projects, but few people have a strong knowledge on the cruel and ruthless nature of change. This kind of training will provide them with tools, and purpose, and help them understand the strange nature of the task at hand.

Feed purpose: just like if they were warriors, they must know that the nature of their task, their complexity and acknowledgement must be constant and suitable regarding what they are being asked to do.

Follow-up, but with autonomy: most well-known revolutions are not made from the top to the bottom. Those who can detect business opportunities to get results and turn it into a cause are the ones who deal with problems, and we must trust their knowledge on the field. But a constant follow up is necessary, not to be in control, but to make sure that the organizational barriers are eliminated.

The power for the revolution: those who have survived, thrived and get the results the organization needed, are not only dreamers or potential promoters of change with a good profile. They are pragmatic in the art of what is possible, and true artists to move among the threads of power and business. Who if not them could be the best leaders for the future? Aren’t these leaders of change the ones who deserve most opportunities to fill future power positions?

High Management tends to be urged by some shareholders to tear down the old way of doing things in the new business environments. They just need someone by their side who, by showing the new paths, can reach the goal. And potential intrapreneurs could be the key to success.

That’s why we need these employees of the future. But they need for these 10 rules to be implemented and applied.