Implementing the spin-along approach: a capability analysis of Telekom Innovation Laboratories' corporate venturing programme

Abstract

This paper extends an emerging concept of corporate entrepreneurship theory - the spin–along approach. By implementing the spin–along approach, companies combine the benefits of both internal and external corporate venturing. Our research identifies core capabilities for the successful implementation of a spin–along programme. Our findings are based on an analysis of the spin–along programme of Telekom Innovation Laboratories (T–Labs), the central R&D unit of Deutsche Telekom AG. In a 12–month research project we conducted 19 semi–structured interviews along with participant observation methods to identify 13 core capabilities which represent clusters of good practice measures for implementing the spin–along approach in this organisational context. These capabilities focus on the development of a suitable corporate environment, the setup of a comprehensive spin–along programme and the development of new ventures. Our insights create value for practitioners who want to introduce a spin–along programme in their organisation, and also to business researchers by extending knowledge on the spin–along approach.