used to have similar policies and just such an innovation-friendly atmosphere and intrapreneurial reputation.) Besides 3M, Intel also has a tradition of implementing intrapreneurship. Google is also known to be intrapreneur friendly, allowing their employees to spend up to 20% of their time to pursue projects of their choice. Other companies such as Xerox, Virgin, Siemens and Microsoft are also looking for unique solutions to promote Corporate Entrepreneuship, in their own businesses, e.g. by developing separate research and development departments. Siemens-Nixdorf took a different approach, designing a 2-year corporate program to turn 300 managers into intrapreneurs, skilled in spotting new business opportunities with notable potential. Kanter and Richardson's case study research "Engines of Progress" describes how Ohio-Bell encouraged intrapreneurial behaviour through the development of a system of innovation called "Enter-Prize". Ostensibly, the program was about generating innovation but the design was cultural rather than financial. CISCO lead an Innovation Everywhere Challenge to build a corporate culture of Innovation in 2016. They offered $50,000 cash ($25,000 Seed, $25,000 Reward) and 3 Months paid time off to the winners. The three ideas presented included virtual reality videoconferencing, disability hiring programs, and digital media productivity suite. Intrapreneurship through creativity by Wipro in India, a small vegetable company that ended up being a software outsourcing powerhouse. Another example is Tony Hsieh of Zappos, who started as a commercial footwear vendor and became the CEO of Zappos, which has expanded into an online customer experience company. Challenges The biggest challenge for intrapreneurs is dealing with the "Corporate Immune System". This expression means that corporate organizational structures such as bureaucracy, hierarchy, rules etc. do not support intrapreneurial culture and behaviour. Many companies struggle with applying the concept of intrapreneurship into their daily routines due to high levels of defined tasks and schedules that deter opportunities for serendipity and for new ideas to be recognised. Issues around a highly defined schedule and lack of necessary time and space for idea creation are also highlighted in an article by Sushain Pandit (2015). Kawasaki (2006) also highlights the lack of rewards for entrepreneurial behaviour as a demotivating factor to search for new ideas. Failure, or fear of failure, is another reason for organisations not becoming more entrepreneurial. Wladawsky-Berger (2010) found that firms act to protect resources by avoiding risk and penalizing failure. This resonates with the framework proposed by Ahuja and Lampert (2001) that explains why companies fail to