Whitepaper

The Venture Operating Model: Systemizing new business creation

Gaining strategic clarity across structure, governance and execution with the Venture Operating Model.

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Insights from 50+ senior leaders across various industries

What is it about?

The whitepaper introduces the Venture Operating Model: a systematic approach that brings structure and alignment to corporate venturing. At its core, the Venture Operating Model ensures that venturing is based on strategic reasoning and systematically executed.

Who is it for?

This whitepaper is for heads of strategy, new business, or innovation leaders who are driving corporate venturing efforts and feel that things could run smoother, faster, and with more clarity. It’s especially relevant if you’re building ventures but face unclear governance, slow decisions, or internal resistance.

Your take-aways from this whitepaper

A system for venturing success

Why ad-hoc approaches fail, and how a Venture Operating Model gives you a structured foundation to build from.

How to move from chaos to clarity

Learn how to define strategy, allocate resources, and set up roles and governance that support fast, confident decisions.

Knowing what to do when

Align strategic choices with the right venturing tools to reach your goals.

A system for venturing success

Why ad-hoc approaches fail, and how a Venture Operating Model gives you a structured foundation to build from.

How to move from chaos to clarity

Learn how to define strategy, allocate resources, and set up roles and governance that support fast, confident decisions.

Knowing what to do when

Align strategic choices with the right venturing tools to reach your goals.

The insights you will gain

  • What questions a solid venturing strategy must answer
  • How to balance autonomy and alignment with the core business
  • What a “fit-for-purpose” structure looks like: from unit setup to reporting lines
  • How to define clear roles, mandates, and decision-making criteria
  • Which governance elements are essential to avoid delays and venture theatre

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    Key numbers

    77%

    of participants cite revenue stream diversification as a primary reason for engaging in venture building

    85%

    of participants use revenue generation to measure the success of their venture building activities

    67%

    of participants say the venture building budget has either remained stable or increased over the past 12 months

    59%

    of participants believe venture building will significantly contribute to their company's growth and stability over the next 5 years

    The expertise behind this publication

    —

    Georg Horn

    Venture Director

    Georg ist ein erfahrener zweifacher Gründer und Unternehmensberater, der Brücken zwischen Startups und Unternehmen baut. Durch seine Gründungen im Bereich E-Commerce, SaaS und maschinellem Lernen, ist Georg mit allen Schritten von der Ideenvalierung über die Markteinführung bis hin zum Exit vertraut. Georg ist in einem kleinem Schweitzer Dorf geboren - sein Entdeckungsdrang hat ihn zum Studieren, Arbeiten und Leben in viele Länder in ganz Europa und darüber hinaus geführt. Seine Leidenschaft für Unternehmen, Geschäftsmodelle und Innovationen hat Georg zu whataventure geführt, wo er Teams und Kunden dabei unterstützt, ihre Wachstumsziele zu erreichen.

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