The Corporate Venturing Handbook (a Step-by-step Guide To The Value Creation Process)

By (author) Grichnik, Dietmar; By (author) Hess, Manuel; By (author) Reuther, Jana; By (author) Stoeckel, Alexander; By (author) Hilb, Michael
Short description/annotation
Learn how to initiate and manage a corporate venturing programme successfully to realize financial and strategic growth for your organization.
Description
Corporate venturing is a key strategic growth tool, but it is also complex and most programmes fail. Learn how to successfully manage, measure and improve a corporate venturing programme with this one-stop strategic guide. The Corporate Venturing Handbook delivers phase-by-phase guidance on the effective set-up, operation and termination of a corporate venturing programme. Shedding light on how corporate venturing actually works in practice, it outlines how to manage its underlying dynamics and avoid pitfalls. Its intuitive and systematic framework navigates users through meeting objectives and expectations so they can successfully generate value for their organizations. The framework is evidence-based and data-driven, steering users to make informed decisions specifically tailored to their own organizational needs, and also offers a valuable tool to help measure and capture the financial and strategic return on innovation, improving the transparency and traceability of value creation. Readers will also benefit from best practice insights, cases and examples from some of the biggest and most longstanding corporate venturing programmes in the world, including Siemens Healthineers, Shell Ventures, Axa Venture Capital and Strategic Capital, PM Equity Partner, Nestle and Samsung.
Table of contents

• • Chapter - 00: Getting started;
• Section - ONE: Profiling;
• • Chapter - 01: What is your CV profile?;
  • Chapter - 02: Who is involved and who is your main promotor?;
  • Chapter - 03: What is your funding size and duration?;
  • Chapter - 04: What is your main investment focus?;
  • Chapter - 05: CV Cockpit I;
  • Chapter - 06: Summary: CV mandate;
• Section - TWO: Designing;
• • Chapter - 07: What’s your structure and governance?;
  • Chapter - 08: What does your team look like?;
  • Chapter - 09: Which communication style do you take?;
  • Chapter - 10: Which environment do you claim?;
  • Chapter - 11: What’s your portfolio approach?;
  • Chapter - 12: CV Cockpit II;
  • Chapter - 13: Summary: CV Programme;
• Section - THREE: Operating;
• • Chapter - 14: How is your sourcing and portfolio managed?;
  • Chapter - 15: What form of collaboration do you operate?;
  • Chapter - 16: Which shared resources and syndication are available to you?;
  • Chapter - 17: CV Cockpit III;
  • Chapter - 18: Summary: CV value-add;
• Section - FOUR: Harvesting;
• • Chapter - 19: How to terminate your CV programme;
  • Chapter - 20: How to continue your CV programme;
  • Chapter - 21: CV Cockpit IV;
• Section - FIVE: MISSION ACCOMPLISHED;
• • Chapter - 22: What are the common pitfalls and success factors

Biographical note
Dietmar Grichnik is Director of the Institute of Technology Management at the University of St. Gallen, Switzerland. Manuel Hess is Assistant Professor at the Global Centre for Entrepreneurship and Innovation, University of St. Gallen, Switzerland. Jana Reuther is Research Associate at the Chair for Entrepreneurship at the University of St. Gallen, Switzerland. Alexander Stoeckel is Director of Venture Capital at Philip Morris International in Lausanne, Switzerland. Michael Hilb is a board member and professor at the University of Fribourg, Switzerland.
Feature
Offers a step-by-step framework navigating each phase of corpora