The state of corporate venture building 2024
76% of corporates we interviewed are using venture building to generate new revenue streams: it’s no longer just about culture, fun, or simply spinning ideas but about staying relevant on the market. Download our report ‘The state of corporate venture building 2024’ and gain practical insights on how to build successful corporate ventures.
Insights from 50 new business builders across DACH
.png)
.png)
.png)
.png)
.png)
.png)
.png)
What is it about?
At whataventure, we’ve guided many corporates through the venture building journey, helping them explore new business opportunities outside their core business and establish new ventures. To highlight the triumphs and potential hurdles, we've conducted an extensive study focusing on corporate venture building in the DACH region and northern Italy.
Who is it for?
Whether you're an executive, innovation manager, part of a corporate venture building unit or venture studio, or simply curious about driving innovation from within your organization, the insights we offer will set the foundation for your journey. Discover how to navigate the complexities of venture building within the corporate environment and learn from key insights and trends.
Successful venture building boils down to three factors:
Provide top management commitment
Align venture building with your organization's long-term strategy, set clear objectives, and allocate sufficient resources. Without your consistent commitment as one of your organization’s leaders, ventures will struggle with timely decisions and operational autonomy.
Build a team with top-level entrepreneurial profiles
Core business employees do not typically have the right profiles for venture building. Instead, work with experienced venture architects and top-level entrepreneurs to build a successful venture.
Ensure the right proximity to the core business
Carve out venture building from the organizational structure of the core business to ensure the sufficient speed required to validate and implement new business opportunities. At the same time, new ventures should be granted access to organizational resources that provide an unfair advantage compared to startups.
Provide top management commitment
Align venture building with your organization's long-term strategy, set clear objectives, and allocate sufficient resources. Without your consistent commitment as one of your organization’s leaders, ventures will struggle with timely decisions and operational autonomy.
Build a team with top-level entrepreneurial profiles
Core business employees do not typically have the right profiles for venture building. Instead, work with experienced venture architects and top-level entrepreneurs to build a successful venture.
Ensure the right proximity to the core business
Carve out venture building from the organizational structure of the core business to ensure the sufficient speed required to validate and implement new business opportunities. At the same time, new ventures should be granted access to organizational resources that provide an unfair advantage compared to startups.
What you take away from the whitepaper
- Understand how to set up venture building, including targets, resources, team structures, budgets, and reporting
- Grasp current trends and key success factors as shared by 30+ corporate venture leaders
- Recognize the major challenges and how they are being addressed
- Learn from successful venture cases shared by the study participants
Ultimately, the report will give you the insights helpful to both start venture building efforts in your organization or take them a step further.
Register for early access now
Download the paper now
Don't forget to mark the webinar in your calendar.
Key numbers
67%
of participants believe new business building will contribute significantly to their company's growth and stability over the next 5 years
39%
of corporate venture building users report their resources decreased in the past 12 months
55%
of less successful new business builders name strategic direction as their top struggle
82%
of participants who face challenges in ideation struggle more with identifying strategically aligned opportunites - not generating volume.
