This study explores how bottom-up managers navigate the complex internal politics of organisations in order to ensure their innovative ideas are approved and implemented. It focuses on bottom-up initiatives and the behaviours of these managers seeking approval and recognition for these ideas. A qualitative case study of a European automotive manufacturer is used to capture an ongoing industrial transformation into the digital domain which calls for new ways of innovating products, methods and services. Even when confronted with hurdles in procuring resources for high-dissonance initiatives, bottom-up managers deploy micropolitical strategies to ensure their success. The findings not only offer a novel explanation for the success of bottom-up initiatives but also enrich our understanding of innovation dynamics within multinational companies. This research holds valuable insights for organizations aiming to foster a culture that champions innovation, underscoring the indispensable role of micropolitics in innovation management.