In our inaugural 2017 CVC Trends & Insights summary report (http://www.bellmasongroup.com/insights/) we capped a look at the last five years’ explosive growth of global corporate venturing programs, highlighting the professionalisation of CVC specialty practices, the standardisation of foundational CVC team roles and with now documented external benchmarks framing compensation design, and noting the progressive acknowledgment of CVC as a mainstream contributor to corporate innovation strategy and growth.
For 2018, we’re continuing that line of questioning and also looking forward: How are Corporate Venturing programs, at various maturity levels, leveraging their current mainstream positioning to accelerate scale and ongoing sustainability, particularly as a potential market correction period may be approaching? In the past, market corrections and economic downturns have signaled the end of a cycle for CVC programs, as they are often among the early victims of cutbacks when parents respond to market uncertainties by retrenching and reorganising with more near term focus on cash conservation and core business profitability.
Is this time going to be different? If so, what are the key factors that will improve the odds of ongoing, uninterrupted CVC program operation? How are CV professionals currently accelerating their program’s strategic impact and financial performance in ways that persuade parents of their continuous value to the company?
In this year’s research, we zero in on end to end investing, fast becoming the unique hallmark of Corporate Venturing & Innovation Partnering (CV&IP) practices and performance enablers. This perspective is accompanied by improved understanding, new clarity in definitions and starting point formalisation of key elements and tools that enable end to end performance: dedicated Corporate Venturing BD (CVBD) capabilities, high performance innovation partnering programs, up-levelled role of CV portfolio management. All these elements, taken together, translate into new types of CV programs, tools and team designs that more effectively deliver on timely and mutually impactful parent/portfolio co. engagement.
In the external investment ecosystem, we explored what’s behind the current up-levelling of CVC investor positioning and syndicates, the increasingly common occurrence of CVC-CVC collaborations, and integration of new types of funds, as well.
In this article, we provide some high-level excerpts of our 2018 findings, sampling some of the most notable trends and CV program developments, as well as a current friction points and key corporate antibodies between CV programs and their parents that may hobble newly-charged end to end investing impact.
Our annual Global Corporate Venturing–Bell Mason Group CVC Trends & Insights Project came about as an effort to document five years of rapid and remarkable changes in corporate venturing strategies, program design and development.
Our goal and research approach: Get in front of the data to qualitatively capture key trends and implications through an annual series of confidential BMG discussions with a select group of about 30 leading corporate venture professionals – global, cross-sector, and grouped by the maturity of their CVC programs.
Topic areas for annual drill down discussions: Market trends, operational agility and innovation, new opportunities and challenges, as well as perspective on continuously improving best practices, program, process and team designs for accelerating performance and overcoming the typical corporate antibodies that inhibit program impact and scalability.
Standard analysis and report format:
For a complimentary copy of the complete GCV-BMG 2018 CVC Trends & Insights Report, email your request to email@example.com or visit www.bellmasongroup.com. All GCV summit and symposium attendees can receive a full version with special access to members of the GCV Leadership Society.
Stay tuned in coming months for more of our 2018 findings as part of GCV webinars, drill-down topical articles, and events.