Earlier quoted context omitted.
This sounds like “Success Theater,” where everyone always reports green lights up the chain of command, until it’s too late and the show ends abruptly and poorly. It’s a poison that seems to seep into organizations as they get larger. I once gave a talk about “Enterprise Entrepreneurs” after being labeled as one. It can be a good approach to prevent stagnation as grass-roots initiatives often generate great ideas in…
I’ve never understood “enterprise entrepreneurs” or “intrapreneurship” from the perspective of the employee. The massive potential upside for a success just isn’t there compared to founding your own start-up, so why do it?
The company takes the risk rather than you personally. If it fails but you maintain good relations with the rest of the company you lose nothing and just transfer elsewhere (I guess, I’ve never worked at a big company preferring to go it alone)