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The article offers a systemic framework and transformational concept of “co‐intrapreneurship”, which is defined as the efficient support of the enterprise strategy by problem‐solving, socially competent and implementation‐oriented thinking, and the acting of as large a number of employees as possible at all hierarchies and functional areas with a high degree of self‐initiative and sense of responsibility. The classical leadership model of hierarchy and bureaucracy is questioned and internal market control and co‐operative social networks are offered as alternative systems of co‐ordination. A particular emphasis is placed on a specific leadership and typology approach for selection and assessing co‐intrapreneurial potential, key competencies and motivation, which also serve as target‐oriented strategy for developing “co‐intrapreneurship”. In addition to presenting illustrative figures and referring to various empirical studies and surveys, the article concludes with some practical guiding principles for the advancement of effective “co‐intrapreneurship”.