From this perspective, CVC naturally has the capability of differentiation. No matter [whether] it’s minority investment or acquisition, CVC should be thinking from the company’s perspective, being a trusted friend of the company, and provide its resources and expertise to back the company to grow.

The “maturation gap”—internal/external positioning It’s always a challenge to balance internal (professional CV team, compelling vision, early traction, and

Investment is a red [ocean] market, with too many investors and too much money. Although everybody

“high risk,” unfamiliar types of investing and partnering. Financial returns have been categorized as CV participation “table stakes” and returns as a means of offsetting costs and helping to justify program continuance.

At Intel Capital, if we can’t add value for our portfolio company beyond dollars, we don’t invest.

As opposed to established businesses standard operating procedures (e.g., near-term product roadmaps, product development processes, quarter-to-quarter

Strategic or financial performance? It’s always been both. And it’s always been “muddy.” Corporations have typically expected from their CV programs a blend of strategic and financial performance, adjusted by parent-specific priorities and lead times. Parent companies have been driven to tap new types of external innovation that strategically

The top CVCs recognize the need to deliver on their promises. Some do so by asking two executives to support a portfolio company, one specifically to take their corporate parent’s view in discussions and the other to see how they might best understand and help the portfolio company. Others manage with one, but the key is to under promise and

Venture is increasingly recognized as a service-orientated profession helping entrepreneurs with their five primary needs of capital, customers, product development, hiring, and an exit, and corporations have