develop breakthrough inventions. According to the framework, there is a tendency in large firms to favour familiar and mature technologies, and also search for new ideas that are similar to existing solutions. The authors propose investing in developing novel and emerging technologies, because this will increase the likelihood of breakthrough inventions. However their model lacks how to build upon the ideas. On the contrary, Ireland et al. (2009) present a model that conceptualises the CE strategy. Their model considers three main elements: entrepreneurial vision, organisational structure and behaviour, all of which influence and complement each other. The authors claim that these factors have to be adapted at three levels: at the organisational level, at the level of top-managers and at the level of other employees. It means that an effective CE strategy cannot be dictated by top-managers, only instigated by them. In doing so, they have to create CE strategy from interactions between entrepreneurial vision, pro-entrepreneurial architecture and entrepreneurial behaviour. Even though many managers are afraid of radical changes, they are often the only way to help companies grow. Jones and Butler (1992) stated that due to organisational size, age and complex functions, entrepreneurship and management are often separated. Their different levels of tolerance for risks (i.e. managers tend to avoid risks, while entrepreneurs work under uncertain conditions) generally result in managers penalizing failure. In addition, the lack of rewards and bureaucracy lead to outside entrepreneurship. Consequently, intrapreneurs often quit their jobs and set up their own businesses. Behrens and Patzelt (2015) claims that this could be prevented by choosing managers with failure experience in their previous positions. Smedley (2013) also suggests that creating structure for new ideas depends on managers personal experience and attitude. He gives an example of SAP, a company who claims to celebrate failure. One of the recognized approaches to achieve this is through an "I wish/ I like session": the "I like" statements recognizes new projects, while the "I wish" statements consider how things can be done in a different way. Recognising Intrapreneurs Intrapreneurs often remain hidden and unrecognised because they often display behaviour contrary to what is considered as "corporate". Accenture states that recognizing and supporting intrapreneurs is the biggest challenge for Entrepreneurial Leadership. However, Sinha & Srivastava may have a solution. Sinha & Srivastava's study evaluates personality factors such as extroversion; work values such as the need for intellectual stimulation and creativity; and,