What is considered the most dangerous risk in intrapreneurship?

In the context of intrapreneurship, over-relying on a single large project is considered the most dangerous risk because it creates a significant dependency on that one initiative for the organization's success. If the project fails, it can lead to substantial financial losses, divert resources from other potential opportunities, and demoralize the team. Intrapreneurs often leverage their company’s resources for innovative projects, but placing excessive focus on a single venture can be detrimental. This not only limits the organization’s ability to pivot in response to changing markets but also puts all its eggs in one basket, making it vulnerable to market fluctuations, changes in consumer preferences, or execution failures.

Additionally, the failure to balance the portfolio of projects can stifle creativity and reduce the overall potential of the organization to explore multiple avenues for growth. A more diversified approach allows for experimentation and mitigates risk, ensuring that if one project does not succeed, there are others that can support the organization’s strategic objectives.