In large companies more attention is paid to innovation.According to our previous study, conducted with the general directors of innovation and those who perform related functions, 70 percent of companies said they were increasing investment in their innovation units (60 percent of which had been created in thefive previous years).1 The mechanisms of risk companies (CV), in particular, are increasing.2 These tools serve as a bridge between the new innovative companies and the established companies.
This is not a new practice – Large companies such as Intel, Siemens, Xerox, GE, IBM, Lucent and Merck have been developing this model for years.However, the widespread impact of technology in all sectors requires a better understanding of how to make the collaboration between established and newly created companies work.Learning from the CV initiatives of 44 large companies, this study offers guidance to build, climb and consolidate a CV practice.
What you will learn
The practice of corporate ventures is emerging at great speed.In 70% of cases, large companies are increasing investment in their innovation units, 60% of which were created in the last five years.In particular, the use of some innovation mechanisms of the entrepreneurial company (collaboration between established companies and innovative start-ups) has increased from 2% to 44% in recent years.Large companies such as Intel, Siemens, Xerox, GE, IBM, Lucent and Merck have developed these models for years: corporate accelerators and incubators, exploration missions, risk capital corporate funds, hackatons, prize challenges, risk builders, byName
Despite the best intentions, companies are still struggling and learning to build, climb and consolidate their corporate entrepreneurship units.Based on 46 interviews with major innovation managers of large companies (and related functions), the study provides unique information and data for the implementation of these mechanisms, as well as the best practices learned from the main companies.
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