Odds are you don\u2019t work for a company that was born digital. As your executives and board adopt an evolving vocabulary, using words like \u201cmodernization\u201d and \u201ctransformation,\u201d in staff meetings and employee town halls, they\u2019re still approving huge investments in core product development and legacy systems. When the word \u201cinnovation\u201d is mentioned, heads nod in unison but nothing seems to change.\nDisruptive change is in the eye of the beholder. Effective executives are making subtle behavior shifts in order to support non-traditional ways of thinking while still supporting their companies\u2019 fundamental business models. Many in the Fortune 500 have established innovation labs or idea incubators for this purpose.\nOther companies are re-crafting funding models, ensuring that budget is set aside for unorthodox ideas, new products, or fresh business models. Google\u2019s lauded 20 percent time policy grants employees a full day a week simply to work on ideas of their own choosing. For Google 20 percent time is less about zeroing in on the next killer app, and more about the notion that outside-of-the-box thinking fosters change readiness. It\u2019s the promise of revenue focus ceding to the impact of cultural change, which can eventually drive, yup, renewed revenue focus. \u00a0\nMany established companies are embracing the \u201cinternal venture capital\u201d model to cultivate these changes. Shark Tank-like panels like those at TechCrunch Disrupt that reward the winners with visibility and funding are being adapted and brought in-house. Executive panels evaluate submissions, entertain pitches, and carve out \u201cSeries A\u201d rounds for employee teams with the most inventive proposals. These teams are then encouraged to realize their ideas, which often turn into new product features, adjacent capabilities, or adjacent businesses.\nCompanies that have embraced this Shark Tank-style approach often extend it to include the evaluation of technology vendors, external partners, or new hires. It\u2019s collaborative, fast and democratic. It invites conversations not only about today\u2019s strategies, but tomorrow\u2019s vision. It can get IT leaders out of the basement and into the board room, positioning them\u2014deep exhale\u2014as strategic.\nAnd, of course, it can guide your company closer to its digital future, proving that you don\u2019t have to be born digital in order to innovate.