The state of new business building 2026
New business building is shifting: Resources are tighter. Expectations are higher. This study shows how new business builders in DACH are responding and which ones are pulling ahead.
Insights from 50 new business builders across DACH
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What is it about?
Who is it for?
New business building in 2026: Leaner, sharper, more strategically relevant
New business building during uncertainty requires four key factors
Anchor your new business building strategy to corporate strategy
55% of less successful new business builders name strategic direction as their top struggle. The teams that stay relevant don't scramble for internal buy-in when things change - their activities were built around corporate priorities from day one.
Realign your instruments to what delivers results
Capital-intensive activities are under pressure across DACH. The organisations holding their ground are dropping what no longer fits and concentrating resources on the instruments that produce visible, measurable impact.
Structure for speed and accountability
New business building is increasingly expected to deliver more with fewer resources. That only works with a fit-for-purpose operating model - clear ownership, fast decision-making, and governance that doesn't slow things down.
Finding the right ideas, not more ideas
82% of participants say their main challenge is identifying strategically aligned opportunities - not generating volume. Shifting from quantity to relevance changes how you build your pipeline, and which bets you actually place.
Anchor your new business building strategy to corporate strategy
55% of less successful new business builders name strategic direction as their top struggle. The teams that stay relevant don't scramble for internal buy-in when things change - their activities were built around corporate priorities from day one.
Realign your instruments to what delivers results
Capital-intensive activities are under pressure across DACH. The organisations holding their ground are dropping what no longer fits and concentrating resources on the instruments that produce visible, measurable impact.
Structure for speed and accountability
New business building is increasingly expected to deliver more with fewer resources. That only works with a fit-for-purpose operating model - clear ownership, fast decision-making, and governance that doesn't slow things down.
Finding the right ideas, not more ideas
82% of participants say their main challenge is identifying strategically aligned opportunities - not generating volume. Shifting from quantity to relevance changes how you build your pipeline, and which bets you actually place.
What you take away from the study
- Where new business building in DACH stands in 2026
- Insights from 50 senior leaders across venture building, venture clienting, CVC, and venture acquisition
- Why strategic alignment is the single biggest predictor of NBB success right now
- Practical recommendations for structure, governance, and execution
- Seven case studies from organizations that overhauled their approach: Bosch, Energie AG, Raiffeisen Bank International, STRABAG, VNTR, Canon Marketing Japan, Sennheiser
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Download the paper now
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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.
The expertise behind this publication
Stefan Peintner
CEO & Managing Partner whataventure
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.
Rebecca Van Pamel
Senior 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.
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.
Caroline Wenninger
Venture Architect
Caroline brings a background in project management to her work in corporate innovation, with hands-on experience in process optimization, intrapreneurship programs, coaching, and validation experiments, particularly in the energy sector. She is passionate about empowering teams to challenge the status quo and successfully drive impactful change within corporate environments.
Alexander Waldner
Venture Architect
After eight years in luxury hospitality management across seven countries, Alex discovered a passion for business model design and innovation. Holding a double MSc in Innovation & Entrepreneurship and CEMS MIM, he transitioned into startups as a Founder’s Associate and Chief of Staff, focusing on pre-launch product management at two early-stage ventures. Alex blends creativity, analytical thinking, and a people-first, service-driven approach and thrives in collaborative settings.
