the situation
The digital transformation roadmap was already modernizing operations through technology and new ways of working. But the portfolio still needed a venture engine: a repeatable way to surface opportunities, test new business models, and build value beyond the core.
The challenge was twofold:
- Activate the full workforce (8,000 people globally) to identify real problems and propose solutions grounded in market needs.
- Turn raw ideas into investment-ready business cases with enough rigor for leadership decisions.
the IDEA
Build a venture pipeline with the discipline of a product pipeline. Make ideation broad and inclusive, then narrow through clear criteria and guided support so the strongest ideas become fundable business models.
Just as important: make the journey personally “worth it.” The people who brought the ideas forward needed a real path to ownership. If an idea earned investment, the idea owners could step into venture founder roles and carry the work forward, turning a pitch into a build.
To do that, the program had to work as three things at once:
A decision funnel leaders could trust, with transparent stages and consistent evaluation.
A communications campaign that made the invitation simple, credible, and energizing.
A capability-building experience where participants learned by doing (problem framing, customer thinking, business case logic).
the solution
The Digital Challenge was a time-boxed, global intrapreneurship program designed as a feeder into the digital venture incubation pipeline.
In four weeks, employees across regions submitted ideas, formed teams, and built business cases with coaching. Finalists pitched to senior leaders. The strongest concepts were selected for investment, and idea owners had the opportunity to become venture founders, developing the business cases into digital products and venture initiatives.
What we launched (end-to-end experience):
- Clear evaluation criteria: focused on value potential, strategic alignment, and viability.
- A structured venture funnel: idea submission → evaluation → business-case sprint → executive pitch.
- A four-week build model: guided development with mentoring and qualification support.
- A global campaign engine: pre-launch orientation, launch communications, momentum sustainment, wrap-up storytelling.
- A leadership pitch moment: an executive forum that converted ideas into resourcing decisions.
what i did
I led the communications and change-activation workstream that made the program understandable, motivating, and executable globally, while supporting an executive-ready outcome.
- Coordinated stakeholder alignment so the experience stayed consistent across regions and leadership audiences.
- Built the narrative and message architecture (purpose, WIIFM by audience, what “good” looks like, what happens after submission).
- Designed the end-to-end communications plan across phases (pre-launch through pitch and results).
- Produced core participant materials (how it works, key dates, expectations, FAQs, guidance).
- Partnered with the external agency to develop and localize campaign assets across channels and moments.
- Produced the external press release to position the initiative as a digital transformation proof point.
- Enabled leaders with role clarity and talking points so they could sponsor participation and reinforce follow-through.
why it mattered
Digital transformation scales when people can see a path from curiosity to contribution, and leaders can see a path from contribution to investment. Digital Challenge built that bridge. It created a credible mechanism for participation, capability-building through action, and a venture pipeline leaders could sponsor.
- 117 ideas submitted; 215 volunteers engaged globally
- 10 ideas advanced to business-case development; 5 selected for investment as internal ventures/startups
- A four-week build sprint supported by structured mentoring/training
- 70% of proposals focused on sustainability, signaling strong alignment with enterprise prioritie
Cinthia Blanchard 
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