AbstractCorporates today are faced with increasing social and environmental challenges, rising technical complexity and the need to remain competitive, but also to grow and survive in the long term. Corporate venture capital (CVC), minority investments in startups, and especially strategic CVC (sCVC), has therefore become a popular approach for established companies to strengthen their innovative power from the outside-in. However, full potential and maximum value-add of sCVC, and thus CVC as a whole, has yet to be realized.
This practical-oriented dissertation builds on recent academic research and practical expert debates, examining whether CVC has long been underestimated as an entrepreneurial vehicle or “tool” (some even say weapon!) for generating growth and additional cash. It aims to create a better understanding and awareness of the underlying dynamics and potential of sCVC towards greater CVC program success.
First, the qualitative research outlines non-financial objectives pursued with a focus on their potential to create value for the corporate parent. Second, the House of sCVC is developed, providing insights on why corporates should start or restructure their CVC program, while being more interested in strategic value creation and startup collaboration. And third, the ideal structure (or benchmark) and strategic objectives are given, aligned with a defined mandate for optimal use of CVC as a means of open innovation and value creation for corporates.
|Date of Award||2023|
|Supervisor||Andrew Ball (Co-Supervisor) & Liz Towns-Andrews (Co-Supervisor)|