– Enel Green Power. On the innovation side, each of the business lines has its own R&D unit, and there is a lack of communication between business and R&D as well as across different R&D units. The strategy of the company and the approach to innovation changes in 2014, when the president of Enel Green Power, Francesco Starace, is appointed the CEO of the Enel Group. At the beginning of his tenure, Starace chooses an innovation consultant with vast cross-industry experience, Ernesto Ciorra, as his chief Innovability officer. With this title, Ciorra assumes responsibility for innovation and sustainability for the entire group. After setting this context, the case follows the work of Ciorra and his innovation team as they build an innovation organization at Enel headquarters and business lines. It describes the actions and campaigns used to instill an innovation and sustainability mindset and norms in the traditional, risk-averse culture of an established utility. It provides an overview of the (open) innovation tools developed and used at Enel and zooms in on the use of the venture client model – an approach in which innovation is fostered by nurturing start-ups as suppliers and partners as opposed to offering them equity investment. The second part of the case elucidates the process of innovation at Enel, step by step. It begins with the challenge setting, identification of the solutions proposed by the start-ups and other ‘solvers’, definition of the proof of concept and, lastly, scaling. At each stage, practical challenges are presented, and the quotations of the heads of innovation at various business lines explain the challenges of innovating in an established corporation and how they are resolved. The case study ends with consideration of subsequent steps. Ciorra seems pleased with the objectives accomplished so far but can only surmise what the next steps of Innovability should be. This case is part of the CBS free case collection.