Our latest posting at InnovationExcellence.Com is a case study of a different kind of innovation community, helping organizations that support entrepreneurship in the developing world improve their effectiveness by learning from each other.

Our friend and colleague Mike Collins posted an excellent, concise description of the Kellogg Innovation Network and how it fosters mutual learning.

Rob and Mike were interviewed by InnovationExcellence.com about their current research. “INets,” as we call them, build innovation capabilities and foster action through mutual learning and support. They are characterized by a sense of community built around people with common interests but diverse perspectives and objectives.

In today’s posting at Benzinga.com, we complete our tour of corporate entrepreneurship examples with Cargill’s Emerging Business Accelerator   Cargill has created several new businesses out of this effort, some of which were sold while others were integrated into the corporation.   While Cargill’s status as a private company give it greater flexibility to invest in longer-term business creation, it’s disciplined process has lessons for any company embarking on a Producer Model approach to corporate entrepreneurship.

In today’s posting on Benzinga.com, we describe how Cisco leveraged the entrepreneurs within its midst from acquired companies to supercharge their efforts to create significant new buinesses, using the Producer Model of Corporate Entrepreneurship.

In our most recent posting at Benzinga.com, we describe how the BP Office of the CTO designed and implemented an organization designed to enhance innovation among various business units….with a very small budget and no formal authority.

In today’s post on Benzinga.com, we describe how DuPont became one of the first major US companies to undertake a deliberate corporate entrepreneurships program focused on organic growth.  In doing so, they were in the vanguard in developing what we call the Advocate Model of corporate entrepreneurship.

In today’s post on Benzinga.com, we describe the decade-long effort undertaken by Whirlpool–at the direction of it’s CEO–to create an “innovation culture” and implement Enabler Model processes.

In our last two postings at Benzinga, we describe how Zimmer makes the Opportunist Model of Corporate Entrepreneurship work and how Google has implemented Enabler Model processes.

September 1 and 2, 2010

Fundação Dom Cabral, Belo Horizonte and San Carlos, Minas Gerais, Brazil

Wolcott