Regular academic columnists Martin Haemmig and Boris Battistini investigate the relationship between corporate venturing investment and the degree to which portfolio companies pursue international activities.
Author: Boris Battistini
Analysis: The successful timing of internationalisation
The internationalisation of new ventures can be seen as a time-based entrepreneurial process determined by the venture’s knowledge and resource base as well as the strategic decisions taken over time. A group of researchers led by Niina Nummela of Turku School of Economics observed: “In the case of international new ventures, the key strategic decision… Continue reading Analysis: The successful timing of internationalisation
Analysis: Patterns in international new ventures
Our regular academic commentators write that the number of high-technology ventures that undertake international business from an early stage is increasingly growing worldwide.
Analysis: Management control and CEO turnover
In our series of articles Corporate Venturing on the Test Bench, Boris Battistini and Martin Haemmig investigate how chief executives fall away for lack of a structured management control system.
Haemmig and Battistini Analysis: management control systems lead to growth
The adoption of management control systems plays an important role in the development of early-stage technology companies, say academic contributors Martin Haemmig and Boris Battistini.
Haemmig and Battistini: Early stage control systems
Developing and accelerating early-stage, growth-oriented technology ventures is difficult. Most ventures merely survive or fail, only a handful of them thrive. Corporate venturers are very familiar with this picture. But what defines successful new entrepreneurial firms? We review various research work addressing this question, analyse the relevance and impact of management control systems on the… Continue reading Haemmig and Battistini: Early stage control systems
Haemmig and Battistini Analysis: multitasking
The context of new technology ventures is a fast-changing and unstable environment, where strategic decisions are particularly difficult to make due to the high level of uncertainty, complexity and the required speed of decision-making. Information is often ambiguous or inadequate – for example the reliability and adoption of new technology is uncertain, market demand is unpredictable, buyers intentions are unclear. As observed by researchers,… Continue reading Haemmig and Battistini Analysis: multitasking
Early stage insights
The importance of early-stage investments should not be underappreciated. For example, as recently observed in the last quarterly Silicon Valley Venture Capitalist Confidence Index® “approximately 49% of all job creation in the U.S. since the year 2000 has come in the areas of early and expansion stage businesses with early stage* investments experiencing a rise… Continue reading Early stage insights
On the role and value of business models
Our regular academic columnists look at the importance of business models to innovation.
Are partners worth more than the sum of their firms?
Academics Boris Battistini and Martin Haemmig look at a recent study finding evidence individual venture capitalists are able to secure repeatable investment success.
How innovation spreads from emerging markets
What exactly is reverse innovation? Does it matter to your innovation strategy?
What we can learn from ventures into biotech?
The pharmaceutical industry is undergoing considerable changes in face of R&D diminished productivity, the patent cliff and increased competitiveness leading to pricing pressure. The traditional linear approach to corporate innovation appears unable to increase pipeline value and corporate revenue. In fact, recent mergers and acquisitions, geographic expansion and diversification into consumer and animal healthcare have neither compensated for the slowdown in innovation,… Continue reading What we can learn from ventures into biotech?
Corporate investors add value to their companies
The results show that corporate venturing-backed companies are more likely to secure a successful exit and, perhaps more surprisingly, to receive higher valuations and acquisition premiums.
Top-level focus on technological discontinuity
Corporate venturing (CV) funds are often established to generate strategic value for the corporate parent. Thesuccess of CV activities is therefore not only measured in terms of growth, but also how well CV can complementinternal research and development efforts or gain early access to potentially disruptive technologies and business models. For this reason, CV investments… Continue reading Top-level focus on technological discontinuity