Corporate venturing shortcomings
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Corporate Venturing Shortcomings. Lack of experience in the market entered Entered market already served by parent Lack of sustained top management support “Adverse selection” Costs and benefits accrue to different managers Conflict between strategic and financial objectives

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Corporate venturing shortcomings
Corporate Venturing Shortcomings

  • Lack of experience in the market entered

  • Entered market already served by parent

  • Lack of sustained top management support

  • “Adverse selection”

  • Costs and benefits accrue to different managers

  • Conflict between strategic and financial objectives

  • Inadequate risk/reward compensation

  • Competition for scarce internal resources if venture successful

  • Long decision-making chains


Advantages of venture capital
Advantages of Venture Capital

Incentives - Gain-sharing arrangements between VC, limited partners, and entrepreneurs assures better alignment of incentives

Staged investment at milestones, learn as you go, better focused for the business model, always the threat of discontinuance. Corporate ventures less strict in reacting to failed milestones. Also, cash given up-front in chunks and progress reviewed annually as part of regular budget cycle.

Rigorous Surveillance - VCs frequent and intense monitoring of progress (19 times per year). More information and faster feedback. Reviews for corporate ventures more rigorous at higher levels as venture progresses in time and financial and human resources committed

Unconstrained by existing corporate business models


Advantages of corporate ventures
Advantages of Corporate Ventures

  • Longer funding horizon (more than six years)

  • More money (scale) available for these ventures, e.g., IBM 360

  • Control over complementary assets (especially tacit ones–brand, reputation, knowledge-based)

  • If the corporate venture was in a related line of business, the venture did better (matched VCs performance)

  • Retain learning (through retained personnel), lesson learned (through post-mortems) and availability for future ventures. Need a culture that celebrates failures (3M). No failures means no risk taking


Location of nvg between cv and vc
Location of NVG Between CV and VC

CV

VC

LUCENT’S LOCATION

Pseudo-equity used

Staged funding

Outside VC board

Outside Board, CEO

No specific fund length

Shifting to bigger deals

Re-acquisitions

Limited career risk

NVG

Incentive intensity

NVG

Financial Discipline

Monitor

NVG

New Business Models

NVG

Time horizon

NVG

Scale of Capital

NVG

Complements

NVG

Learning

NVG


Lucent s new ventures group nvg
Lucent’s New Ventures Group (NVG)

Incentives – hybrid compensation system – Lucent employees had forego annual bonus and fringes in return for “phantom stock”. Outsiders had to learn to deal with overheads, corporate policies, annual operating plans

Financial discipline - staged funding, allow VC investment, hire outside CEO, adaptable business model

Monitoring – More external, e.g., like VC

Business models can shift if necessary.

Longer time horizons - no fixed life, no drive to liquidity

Scale - fund bigger projects than typical VC

Complementarities - Gather inside intelligence about industry trends, strategic direction consistent with Lucent

Retention of learning - Personnel can rejoin the company if venture fails. Better recruitment because the competition for hiring is usually startup firms.