Building on the multi-layered analysis of how born-digital companies enact strategic renewal through internal corporate ventures (ICVs), this chapter transitions from the empirical findings to a conclusion of the theoretical and practical implications. The preceding examination outlined how challenging entrenched logics, fostering a learning culture, and leveraging identity ambiguity spark significant shifts in an organization’s capabilities and dominant logic. This conclusion not only affirms the validity and relevance of the findings but also outlines key avenues for future research and provides guidance to practitioners seeking to design, integrate, and sustain ICV-driven renewal initiatives.