This case is ideal for use in courses on innovation, entrepreneurship, corporate venturing, and strategy. It challenges students to think about the conditions necessary for creating a vibrant entrepreneurial culture and climate within a large firm as a newly appointed VP works to get a highly successful company to embrace entrepreneurship and innovation. The VP considers his central mission is creating a robust portfolio of new initiatives within the organization. After a year of such activities, all efforts have not shown good results. The case challenges students to think about the conditions necessary for creating a vibrant entrepreneurial culture and climate within a large firm. Ideal for use in courses on: Innovation, Entrepreneurship, Corporate Venturing, Strategy.