+34 93 868 08 45 info@picvisa.com

Intrapreneurs, the drivers of innovation

by | Jun 14, 2022 | PICVISA cases | 0 comments

As companies grow, their capacity for innovation often slows down. To reverse this situation, a good strategy is for companies to encourage their employees to innovate internally. That is, turn your employees into intrapreneurs.

Innovation is a key element in the business project of PICVISA, a company born with the purpose of controlling production processes through new technologies, such as robotics or artificial intelligence. But how do you manage a process as complex as innovation in a scenario of accelerated digitalization like the current one? The answer is to create a business model that internally promotes innovation, intrapreneurship, a concept closely related to innovation, creativity and the identification of new business opportunities.

First, companies have to design internal models and processes that encourage and sustain innovation, strategies that allow them to redefine and reimagine their relationship with their customers. A relationship that has to evolve unfailingly towards service models designed in terms of solutions and not products, that are always available and that have the ability to anticipate the evolution of customer needs.



One of the keys to establishing an innovation business model is to establish an internal start-up mentality that helps to assume the challenges of the future. A first step is to create work teams focused on innovation and that combine external multidisciplinary talent with internal knowledge. In the case of PICVISA, this translates into a model that aims to promote the innovative culture in the company and the internal entrepreneurship, the intrapreneurship, of our workers.

PICVISA, for example, has designed an innovation process to ensure that all innovative ideas generated internally are evaluated. To do this, the PICVISA Innovation Funnel evolves as ideas make them and is inspired by the deep knowledge of its customers, the evolution of the market and new technological trends. Thus, being up to date technologically is crucial for the company. In this sense, PICVISA organizes, every three months, group dynamics where new technological trends are analyzed.

The key step in the innovation process is, however, the evaluation of ideas and initiatives, which are channeled into the innovation process. The process begins with the formulation of ideas by employees, who have to present an executive summary of the innovation they propose and identify potential internal sponsor of the idea, who will evaluate whether the innovations make sense and provide the necessary budget for their development. The presentation of the idea is followed, if accepted, by the formulation of the initiative and, finally, the elaboration of the final project plan. After each step, a specific committee, made up of seven people, reviews all the ideas and analyzes them.

This makes intrapreneurship a kind of company within our company. Extrapolating the concept, it would also be the case of PICVISA, which is a subsidiary of the Calaf Group. Our innovative character made us focus on the recycling sector and, over time, create an ecosystem of stakeholders, partners and research centers that allow us to advance and innovate. In this way, PICVISA is a benchmark in terms of innovation within the Group and promotes this innovative culture to the rest of its companies, making them more modern and competitive in their sectors.

PICVISA is part of a conglomerate with multiple subsidiaries that operates in very traditional sectors and is looking for new ways to innovate. Our corporate culture is different from that of the rest of the Group’s companies due to the market we are targeting, characterized by an accelerated pace of transformation and innovation. Our role in the Group is to accelerate innovation and for it to flow, thanks to the PICVISA Accelera project, in both directions of the organizational chart, from top to bottom and from bottom to top.


The main adversity that intrapreneurs may encounter may be, however, the level of commitment of their own organizations. For these in-house entrepreneurs to be an opportunity, companies must stimulate them. Either articulating a coherent strategy with their capabilities and instructing their employees, or defining their objectives, which must be realistic, short-term and have the capacity to evolve and adapt to new realities. Intrapreneurs, or internal entrepreneurs, are key in the growth of companies, a very valuable asset for their passion for finding new opportunities and ways to do things that improve existing processes.  On the one hand, with a proper corporate context and good planning, intrapreneurship fosters innovation. On the other hand, it favors growth by creating new products and services that can grow the company and increase its profitability. A third benefit is the identification of internal leadership that impacts the corporate culture. Finally, it is also a way to stimulate employees, strengthen their commitment and retain talent.

ECOGLASS, ECOPACK, ECOSOR O ECOFLOW are PICVISA solutions resulting from innovation and the application of artificial vision and optical vision technology, led by professionals who have seen opportunities in different markets to respond to the demands of recycling in each of them.


Submit a Comment

Your email address will not be published.