The state of corporate venture building 2025
We are at a pivotal moment. A new phase of new business building begins — shaped by uncertainty, driven by strategy and defined by results. Gain practical insights on how to become confident in building new business — even in times of economic uncertainty.
Insights from 50+ senior leaders across various industries
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What is it about?
Who is it for?
New business building during uncertainty requires four key factors
We are at a pivotal moment. As corporate venture building enters a more mature phase in the DACH region, one thing is clear: We are moving from bold experimentation to strategic necessity. The question is no longer whether to pursue venture building — but how to do so effectively in an increasingly volatile environment.
Drive resilient governance & executive commitment
Strong governance frameworks remain the foundation for corporate venture building (CVB) success. Top-level commitment is not just about visibility—it's about structured decision-making, resource confidence, and permission to experiment. Governance acts as the bridge between bold ideas and boardroom accountability and aids in balancing early wins with long-term commitment.
Implement smarter resource allocation with VC-style logic
Traditional funding models can no longer keep pace with venture dynamics. Instead, companies should embrace VC-style funding—stage-gated investments that allow informed decisions at each phase. This approach aligns risk appetite with real-world data, allowing organizations to invest incrementally, stay flexible, and know when to fold or double down.
Develop focused talent strategies
Effective venture building isn’t about hiring a static team—it’s about mobilizing the right capabilities at the right time. From seasoned venture architects during early validation to entrepreneurial leaders post product-market fit, the key is agile staffing that matches each venture's unique trajectory. Collaborating with external experts helps bridge gaps without long-term overhead.
Leverage adjacent innovation with an unfair advantage
Rather than chasing blue-sky disruption, leading CVBs will be homing in on adjacent opportunities where corporate assets provide a strategic edge. These ventures will move faster, track better, cost less, and benefit from existing infrastructure—maximizing the chances of scalable success.
Drive resilient governance & executive commitment
Strong governance frameworks remain the foundation for corporate venture building (CVB) success. Top-level commitment is not just about visibility—it's about structured decision-making, resource confidence, and permission to experiment. Governance acts as the bridge between bold ideas and boardroom accountability and aids in balancing early wins with long-term commitment.
Implement smarter resource allocation with VC-style logic
Traditional funding models can no longer keep pace with venture dynamics. Instead, companies should embrace VC-style funding—stage-gated investments that allow informed decisions at each phase. This approach aligns risk appetite with real-world data, allowing organizations to invest incrementally, stay flexible, and know when to fold or double down.
Develop focused talent strategies
Effective venture building isn’t about hiring a static team—it’s about mobilizing the right capabilities at the right time. From seasoned venture architects during early validation to entrepreneurial leaders post product-market fit, the key is agile staffing that matches each venture's unique trajectory. Collaborating with external experts helps bridge gaps without long-term overhead.
Leverage adjacent innovation with an unfair advantage
Rather than chasing blue-sky disruption, leading CVBs will be homing in on adjacent opportunities where corporate assets provide a strategic edge. These ventures will move faster, track better, cost less, and benefit from existing infrastructure—maximizing the chances of scalable success.
The insights you will gain
- What matters now in corporate venture building
- Exclusive data from 50+ industry leaders
- Real-world lessons from corporate innovators
- Hands-on strategies to strengthen your venture building capabilities
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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 experts behind this publication
Stefan Peintner
CEO & Managing Partner
With over fifteen years of international experience in strategy and innovation, Stefan advises corporates on setting up effective structures to systematically build new business. He brings an entrepreneurial mindset, a deep understanding of the corporate world, and broad cross-industry expertise - enabling him to effectively drive the validation and launch of new business.
Karyna Hornostai
Lead Venture Architect & Chief of Staff
Karyna thrives at the intersection of startups and corporates, turning big ideas into real businesses. For the past six years at whataventure, she has helped Europe’s leading companies shape ventures from first concept to MVP and market launch. With roots in startup and AIESEC leadership scene, she’s known for aligning stakeholders, simplifying complexity, and fuelling ventures with entrepreneurial drive, sales flair, and passion for sustainable impact.
Rebecca Van Pamel
Venture Architect
Rebecca brings extensive experience working at the intersection between startups and corporates. Having spent years driving the international scaling of tech startups and scaleups in the telecom industry and beyond, she has powered the large-scale innovation of corporate partners through venture clienting. Rebecca aims to multiply success in the DACH market through hands-on support of high-potential ventures, leveraging her relentless can-do spirit for collaboration.
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