Addressing the challenge of established companies to continuously innovate their competitive advantage for future profitable growth, the study identifies distinctive organizational characteristics in emerging types of corporate venturing units to act as vehicles for such strategic renewal. Using theoretical sampling, the cross-case analysis of semi-structured interviews and archival data from 29 established European companies uncovers different types of corporate venturing units and along main differentiating dimensions. These findings clarify how established companies can potentially leverage ‘strategic corporate venturing’ to renew their competitive advantage by creating organizationally relevant new business.

Get a first look on the study results, based on an ongoing academic research, by downloading the study presentation „Strategic corporate venturing“ below. If you want to learn more about your own unit, try out the Corporate Innovation Audit. This audit provides an overview of relevant characteristics for corporate venturing and innovation units, and helps to categorize your unit into one of six specific types. The result will provide a guideline to align expectations and needs from the organization with the setup of the corporate venturing/innovation unit for targeted or serendipitous impact. Get started!

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This study presentation includes:

Introduction into the future growth challenges of established companies
Overview of relevant characteristic for the design of (strategic) corporate venturing units
Six types differentiating planned vs. opportunistic corporate venturing models, including the „StrategyLab“ for highest strategic potential
Company examples from Henkel, Lufthansa, Körber, RB, PostFinance, Merck, KfW, and many others...

The proposed framework enabled us to define our own approach for evolving towards a “strategylab” and unleash the strategic potential of corporate venturing

Simon Vanhoucke, Group Strategy Director

30 Pages

1.7 MB

July 2021

Full download as open access

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Lysander Weiss

As part of the HHL Strategic Entrepreneurship Research Group, Lysander Weiss conducts research in collaboration with Junior Professor Dominik Kanbach. In addition to his academic research, Lysander Weiss is partner of the strategy consultancy Venture Idea and co-author of several management books on strategy, innovation and new work.

Jun.-Prof. Dr. Dominik Kanbach

As the leader of the Research Group Strategic Entrepreneurship, Jun.-Prof. Dr. Kanbach drives the research activities at the Dr. Ing. h.c. F. Porsche Chair for Strategic Management and Digital Entrepreneurship with over 30 Ph.D. candidates and researchers. His research projects focus on a variety of topics on the interface between strategy and entrepreneurship including how established companies work together with start-ups, try to bring in more entrepreneurial spirit into their organizations and make use of disruptive technologies for new products, business models or processes to master the challenges of the digital transformation.

Weitere passende Inhalte

MRQ: Corporate venturing for organizational ambidexterity

(How) can companies use corporate venturing and innovation to build the strategic capabilities for the 21st century? Venture Idea Partner Lysander Weiss examines this question in his new academic article published in Management Review Quarterly together with Jun.- Prof. Dr. Kanbach from the HHL Graduate School of Management. (Read more…)

Study: Strategic corporate venturing

Venture Idea Partner Lysander Weiss deckt in dieser englischen, akademischen Studie von 29 europäischen Corporate Venturing Units kommende Ansätze auf und beschreibt, wie Unternehmen strategisches Corporate Venturing realisieren können.

Reflexion statt Reflex: Raus aus der New Work Falle

Beitrag von Lucas Sauberschwarz und Lysander Weiß im Sonderband „Zukunft der Arbeit" der Buchreihe HR Consulting Review von Jens Nachtwei.