This case study focuses on an inductive research project on internal corporate venturing at a multinational consumer goods company. Emphasis is placed on practicalities of conducting inductive research in a business company, including issues of access, sampling, data management, and establishing trust with respondents. This case study illustrates that realities of in-field research may be different from researchers’ preconceived notions of the research process and suggest some ways of dealing with issues like difficulties in criteria sampling, data handling mistakes, and changing research design during the course of the project. It emphasizes the importance of a flexible approach to design and process of inductive research, whereby researchers are best able to capitalize on opportunities arising during the course of their projects while at the same time ensuring robustness of their work. The case study should be of interest to those who engage in inductive and otherwise qualitative organizational research and wish to gain familiarity with the practical side of such projects.