Corporate Innovation Intake
Corporate Innovation Intake helps the founder or programme team complete a focused intervention on corporate innovation intake. Within Corporate Innovation & Venture Building, it turns a broad or uncertain area of the venture into a concrete Bertie work product that can be reviewed, improved and reused. The task is intentionally discrete: it should produce a specific artefact, decision, evidence item or risk signal rather than general learning notes.
Complete a focused intervention that advances Corporate Innovation Intake. The objective is to remove ambiguity around corporate innovation intake, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.
Bertie or a programme manager assigns Corporate Innovation Intake when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.
corporate challenge or asset; sponsor; internal users; strategic objective; governance constraints; specific context for corporate innovation intake.
Define the strategic boundary, executive scope, and operational objectives of establishing a corporate innovation intake process. Align executive sponsors and innovation leaders on what constitutes a valid intake submission.
ObjectiveEstablishing clear strategic boundaries prevents low-value and misaligned concepts from entering the corporate pipeline. This ensures the corporate venture programme conserves resources for high-impact opportunities aligned with strategic mandates.
What's expectedA validated task charter outlining intake objectives, target corporate metrics, executive sponsorship alignment, and explicit success criteria.
Open action arrow_forwardConsultant stress-test · 5 questions- 1.What specific strategic corporate objectives does this intake process directly serve?
- 2.How have executive sponsors explicitly agreed to fund or resource concepts passing intake?
- 3.What historical failures in corporate idea submission are you explicitly designing against?
- 4.Why is a dedicated innovation intake required rather than using existing business unit operational channels?
- 5.How will you prevent this intake framework from becoming an unvetted dumping ground for minor operational complaints?
- A data-room asset titled Corporate Innovation Intake
- A clear task output, updated venture DNA and recommended next action
- It should update the venture DNA with specific evidence or decisions about corporate innovation intake, create a visible milestone in the founder journey, and generate one or more recommended next tasks
Bertie co-pilot maps corporate assets, sponsor needs and pilot evidence, checks strategic alignment, and recommends venture-client, pilot or spinout tasks. For this task, it should focus on corporate innovation intake, prompt the founder for missing inputs, draft or improve the output, flag weak assumptions, and record the result back into the relevant data-room section.
A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.