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Raising the odds of corporate venturing: a review by Intel

Raising the odds of corporate venturing: a review by Intel Purpose – Any corporate executive ever faced with the task of launching new businesses within her organization must know this is quite a difficult challenge. Creating a new business is risky enough by itself and arguably even more problematic for large, successful firms “caught in the chains” of ever‐improving what already works. In light of this true dilemma, this paper aimed to review rich up‐to‐date literature on corporate venturing in search for evidence‐based recommendations that are really practical. Design/methodology/approach – By means of critical reading and careful selection based on real‐world experience from the trenches of Intel Strategic Planning, the authors screened relevant literature from diverse sources including professional practitioner publications as well as academic research journals. Findings – Despite the surprisingly scarce practical advice found in reviewed literature, this paper emphasizes a short list of useful tips for corporate executives. For example: dedicate corporate resources but surrender central ownership; put your faith in the best people and not necessarily in the best ideas; ensure top executives “walk the talk” as sponsors and hands‐on leaders; and protect disruptive innovation from being shot down by existing customers' influence. These findings are accompanied by a conceptual model mapping the main issues in corporate venturing to four distinct areas: design, resources, decisions, and monitoring. Originality/value – The key findings of this paper are brought as practical tips for executives attempting to construct a corporate venturing structure that works; these tips are noteworthy as they may contradict some of the common wisdom in corporate strategy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Raising the odds of corporate venturing: a review by Intel

Boaz Vaizler; David Gordon
Journal of Business Strategy , Volume 33 (1): 8 – Dec 29, 2011
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References (14)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
0275-6668
DOI
10.1108/02756661211193767
Publisher site
See Article on Publisher Site

Abstract

Purpose – Any corporate executive ever faced with the task of launching new businesses within her organization must know this is quite a difficult challenge. Creating a new business is risky enough by itself and arguably even more problematic for large, successful firms “caught in the chains” of ever‐improving what already works. In light of this true dilemma, this paper aimed to review rich up‐to‐date literature on corporate venturing in search for evidence‐based recommendations that are really practical. Design/methodology/approach – By means of critical reading and careful selection based on real‐world experience from the trenches of Intel Strategic Planning, the authors screened relevant literature from diverse sources including professional practitioner publications as well as academic research journals. Findings – Despite the surprisingly scarce practical advice found in reviewed literature, this paper emphasizes a short list of useful tips for corporate executives. For example: dedicate corporate resources but surrender central ownership; put your faith in the best people and not necessarily in the best ideas; ensure top executives “walk the talk” as sponsors and hands‐on leaders; and protect disruptive innovation from being shot down by existing customers' influence. These findings are accompanied by a conceptual model mapping the main issues in corporate venturing to four distinct areas: design, resources, decisions, and monitoring. Originality/value – The key findings of this paper are brought as practical tips for executives attempting to construct a corporate venturing structure that works; these tips are noteworthy as they may contradict some of the common wisdom in corporate strategy.

Journal

Journal of Business Strategy – Emerald Publishing

Published: Dec 29, 2011

Keywords: Corporate venturing; Corporate innovation; Disruptive innovation; Champions; Sponsors; Open innovation; Innovation; Corporate ventures

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