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Corporate Venturing

Book Description

Large organizations can struggle to keep up with today's fast-changing market and technological developments. However, an increasing number of businesses now engage in corporate venturing as a way to enhance their innovation process. This book fills the gap in management literature by providing a detailed account of best practices in the organization and management of such corporate ventures. The authors highlight eight main cases of organizations that employ corporate venturing within their firms. The cases illustrate how leading corporations organize their corporate venturing process and highlight the best practices that can be distilled from their experience. Jessica van den Bosch and Geert Duysters explain how the ideal corporation is one that is able to combine the scale and pure power of a large organization with the creativity, flexibility and resilience of a small one. With a compendium of useful case studies, and practical guidelines on corporate venturing, this book will appeal to managers, consultants and all leaders involved in the process of creating new ventures within large organizations.

Table of Contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright
  5. Contents in brief
  6. Full contents
  7. Main authors and contributors
  8. Preface
  9. 1 Corporate venturing in health care: a CbusineZ case
    1. Parent and subsidiary
    2. Caring about health care
    3. The venture process at CbusineZ
    4. Psy Health Direct: a business case
    5. Evolution
    6. Four operational elements in the venture process
    7. Advancing insights
    8. Everybody wins
  10. 2 Corporate venturing in the chemical industry: a colourful case
    1. The seed of an idea
    2. AkzoNobel
    3. AkzoNobel New Ventures
    4. Business unit Pulp & Paper: a new venture
    5. Practical lessons
    6. The end of AkzoNobel New Ventures
    7. A new beginning
    8. Form plus content
    9. Four operational elements in the venture process
    10. Initial success
  11. 3 BAC BV: the successful exit of a Unilever spin- out
    1. Unilever Ventures
    2. BAC BV: a Unilever Ventures spin- out
    3. From spin- out to exit
    4. Four operational elements in the venture process
    5. How to breed success
  12. 4 Document Services Valley: a lifeline for the printing industry?
    1. Innovation at Océ
    2. Document Services Valley
    3. Structure and organization
    4. QBengo: find and be found
    5. Four operational elements in the venture process
    6. The next stage for Document Services Valley
  13. 5 Innovation projects and venturing at Rabobank: creating a new dynamic
    1. Structure and organization
    2. MyOrder
    3. Four operational elements in the venture process
    4. New dynamic
  14. 6 Eindhoven University of Technology’s InnovationLab: commercializing scientific research for scientific research itself
    1. The birth of TU/e InnovationLab
    2. Spin- offs
    3. Synerscope
    4. Four operational elements in the venture process
    5. The future of the TU/e InnovationLab
  15. 7 SanomaVentures: innovating by attracting entrepreneurial talent
    1. Innovation at Sanoma
    2. Strategic goals
    3. VirtuaGym: a Sanoma venture
    4. Four operational elements in the venture process
    5. The future
  16. 8 nrc•next: reinventing printed news
    1. NRC Handelsblad and PCM Uitgevers
    2. A need to innovate: but how?
    3. From experimentation to innovation
    4. NRC ‘Miffy’
    5. A new editorial board
    6. The run- up and the launch
    7. Handelsblad and next: two peas in a pod?
    8. Four operational elements in the venture process
    9. What’s next?
  17. 9 Discussion and conclusions
    1. Use of a model
    2. Portfolio
    3. Team composition
    4. Relationship to the parent company
  18. 10 Top ten best practices for managing corporate ventures
    1. 1 Team, team, team
    2. 2 Physical/organizational separation
    3. 3 Alignment and top management commitment
    4. 4 Building a healthy portfolio
    5. 5 Benefiting from partnerships
    6. 6 Performance rewards and bonuses tied to goals
    7. 7 Speed is king
    8. 8 Use of stage- gate processes
    9. 9 Think small, act big
    10. 10 Capture your experiences
  19. References
  20. Index