Corporate Venture Strategies

The Key Source of Corporate Top-Line Growth

By: Vadim Kotelnikov, Inventor, Author, and Founder of:

Ten3 Business e-Coach – Inspiration and Innovation Unlimited, – Entrepreneurial Creativity Paradise, VVV1 – Global Virtual Venture Valley #1

 Yes!  You are in the right place!

This site is Ranked Top 5 by Google for

"Venture Strategies"

out of about 2-million-wide (!!!) competition!

"Corporate venturing is about to expand enormously." 

– Richard Koch,

author of the 80/20 Principle


Strategies of Market Leaders

Relentless Innovation

  • Venture Strategies

  • Fast Company

  • Innovation System... More

Innovation Practice Tips


  • Break rules and "fail forward" so that change is part of the culture, and little setback is experienced... More

Two Main Sources of Sustainable Competitive Advantage

  1. Continuous Improvement Culture: continuous effort to improve organizational climate as well as the productivity of the core business in response to continuous changes in the marketplace

  2. Durable Corporate Venture Strategy: internal investment in innovation, new product/service development, and in-company ventures, new business creation though spinouts, and external venture investing in new technologies and emerging markets

In-company Ventures Spinouts Managing Projects as Spinouts Strategic Alliances Corporate Venture Investing

Changing Mindset1

Many companies may need to change their mindset  to achieve growth through venture strategies. These companies should:

  • redefine their concept of organization and expand their capacity for speed

  • alter their need for control

  • develop unwillingness to settle for mediocre results and develop ability to seek out the discontinuities, whether they crop up in technology or in the markets

  • broaden their tolerance for failures and modify their risk profile

  • shift some of their investment capital from incremental internal research-and-development projects to internal and external ventures

Creating Competitive Disruption

7 Strategies

  1. Find new ways to improve customer satisfaction

  2. Find opportunities through understanding trends of change... More

Creating a Sustainable Culture of Innovation

An 8-Step Process

  • Tend New Growth: Create “virtual garages” for employees to work on promising, new ventures... More

 Discover much more!

Ten3 Global Business Learning Report

Africa    Asia-Pacific    Europe    North America    South America

Market Leadership

Ten3 MINI-COURSES (presentation) PRESENTATION: What Business People Strive To Learn in Different Countries Presentation: What Business People Strive To Learn in Different Countries (Ten3 Global Market and Cultural Intelligence Study by Vadim Kotelnikov) Ten3 Business e-Coach (full version) MARKET LEADER (set of Ten3 Mini-courses) Ten3 BUSINESS e-COACH at Ten3 Study: GLOBAL OVERVIEW Country Profile: SOUTH AFRICA Country Profile: AUSTRALIA Country Profile: UNITED KINGDOM Country Profile: UNITED STATES Country Profile: BRAZIL

Smart Corporate Leader

Smart Business Architect

Inspirational Leadership: 10 Roles

Strategies for Leading Breakthroughs

Business Model

New Business Models

Sustainable Growth Strategies

High-growth Business Development Roadmap

Enterprise Strategies

Business BLISS

Competitive Strategies

Sustainable Competitive Advantage

Blue Ocean Strategy

6 Principles of Blue Ocean Strategy

3 Strategies of Market Leaders

7-Part Competitive Strategy of Microsoft


3 Criteria To Assess Your Innovation Portfolio

Deciding If Your Innovation Portfolio Has Enough Stretch

7 Dimensions of Strategic Innovation

The Jazz of Innovation

Trend Spotting Tips

Ten3 Global Business Learning Report

Market Leadership     Innovation Management

Free Ten3 Micro-courses

Smart Innovation

  Ten3 Mini-Courses   Presentation:    View    Download

3 Strategies of Market Leaders  (125 slides)

Managing Radical Innovation  (100 slides)

Innovation Strategies  (40 slides)

Inspirational Business Plan: Successful Innovation

Competition: "Never innovate to compete, innovate to change the rules of the game." – David O. Adeife... More


Why Venture Strategies?

The most successful companies are those that have developed aggressive venture strategies and have made ventures critical components of their strategic and operating success. For today's corporations, traditional internal expansions, efficiency improvements and "synergistic" acquisitions are no longer sufficient sources of growth in most industry segments that had grown crowded and hypercompetitive. The new challenge is to search for emerging "white space" opportunities, "new-business creations that would meet the unmet, unserved needs of customers in emerging markets."1

In ventures, large and midsized companies can discover a source of growth they are striving to achieve. New business creation has become central to achieving strategic and financial objectives of market champions. "Silicon Valley wouldn't exist if big companies couldn't identify technology and market opportunities and move with speed to capitalize on them", says Mike Moritz of Sequoia Capital Partners.

Competitive Strategies

Blue Ocean Strategy: 6 Principles

Blue Ocean Strategy is about revolutionary value innovation.

The six principles drive the successful formulation and execution of Blue Ocean Strategy. These principles attenuate the six risks... More

3 Strategies of Market Leaders

The market leader is dominant in its industry and has substantial market share. If you want to lead the market, you must be the industry leader in developing new business models and new products or services. You must be on the cutting edge of new technologies and innovative business processes. Your customer value proposition must offer a superior solution to a customers' problem, and your product must be well differentiated... More

Venture Acquisitions

In today's era driven by systemic innovation, acquiring and integrating capabilities, know-how, and technologies has become an efficient route to growth and a strong alternative to internal research and product development. Acquisition and integration of ventures is an effective method for supplementing a product and business portfolio with the best available technology, as well as enter emerging markets, with speed.

The Art of Innovation: 9 Truths

By: Guy Kawasaki

  • Jump to the next curve. Too many companies duke it out on the same curve. If they were daisy wheel printer companies, they think innovation means adding Helvetica in 24 points. Instead, they should invent laser printing. True innovation happens when a company jumps to the next curve – or better still, invents the next curve, so set your goals high... More



By 2000, spinouts, a new form of creating and financing a high-tech company has become very popular. This novel approach has a number of advantages over a merger or acquisition and it plays an increasingly high role for high-tech companies.

A spinout enterprise differs from a spin-off. Spinouts remain closely tied to the company that developed them. In most cases, the ties are both financial and operational. Financial ties can be enforced through interlocking of stock ownership and financial oversight by the parent company. Operational ties may include shared professional and administrative services as well as marketing and leadership support.

New ventures established as independent companies can more readily fulfill their potential. In this case, the entrepreneurs do not have to argue with superiors or put up with interference... More

In-Company Ventures

To achieve their growth objectives through in-company ventures or in-company startups, many corporation may need to change their mindset and organization concept, loose controls and provide an enabling environment to empower the venture manager. They need also to adopt the business systems approach to managing projects aimed at development of innovative products or services... More

Corporate Investing in External Ventures


External venture investing in new technologies and emerging markets has become a vital component of corporate strategies in the new economy driven by small innovative firms. Partnership between small innovative firms and large corporation is mutually beneficial. While entrepreneurial companies can identify  technology and market opportunities and move faster to capitalize on them, they can achieve enormous leverage through technology and distribution agreements with large global corporations. Herein lies strategic opportunity for large corporations.

In United States in 1994, only 2% of venture capital investments was corporate venture capital, but in 2000, corporate venture capital accounted for 17%, nearly $20 billion... More

 Discover much more in the FULL VERSION of e-Coach

Achieving Top-line Growth...

Strategic Intent...

Launching a Crusade...

Opportunity Approach to Business Development...

Discovering Opportunities...

Fuzzy Front End...

Focusing Activities...

Building a Fast-Growing Company...

Strategy Innovation...

New-to-the-World Product Development...

Radical Project Management (RPM)...

Managing Projects as External Ventures...

Joint Ventures...

Four Success Factors Relating to Venture Management...

 Case Study  Thermo Electron...

 Case Study  Corning...

 Case Study  Nortel Telecom...

 Case Study  Dell Inc...

 Case Study  GE Equity...

 Case Study  Cisco...

 Case Study  Quantum...




  1. Venture Catalyst, Donald L. Laurie

  2. Project Manager's MBA, Cohen E. Graham

  3. High Tech Start Up, John L. Nesheim

  4. Changing Strategic Direction, Peter Skat-Rørdam

  5. Jack Welch and the GE Way, Robert Slater

  6. Radical Innovation, Harvard Business School

  7. Relentless Growth, Christopher Meyer




Ranked #1



Free Downloads





We invented Business e-Coaching in 2001

Today, we have customers in 100+ countries!

Our customers:

3M, ABB, Adidas, Alcatel, American Express, Bayer, Boeing, British American Tobacco, BP, Canon, Cisco, Citigroup, Colgate, Corning, Deloitte, Ernst & Young, Fujitsu-Siemens, GE, Goldman Sachs, HP, Hitachi, Huyndai, IBM, Intel, Johnson & Johnson, JP Morgan Chase, KPMG, Lufthansa, Microsoft, Motorola, Nokia, Oracle, Renault, Samsung, Shell, Siemens, Sony, United Bank of Switzerland

Ten3 Mini-courses: SMART & FAST sets Full version of Ten3 Business e-Coach Ten3 Business e-Coach (home page)

Ten3 Business e-Coach

Inventor, Author & Founder – Vadim Kotelnikov

© Vadim Kotelnikov, GIVIS