Why corporate ventures fail - part 1 (of many)
When companies try to generate new revenue streams in the form of ventures, there are a number of serious issues that experience shows can limit their success.
Getting and retaining the right team members for the new venture can be tricky as:
• Rewards are not as high as in a ‘real’ start-up and so it can be difficult to attract appropriate, high-calibre, team members from outside the organisation;
• Group managers can be reluctant to ‘lose’ their best people to an internal venture;
• Individuals can be reluctant to leave their chosen career path in the company for the riskier path of a venture – particularly when there is not guarantee of being able to re-join the main company if things go badly;
• Managers are frequently not motivated to support a venture that does not form part of their metrics;
• Key functions in the company are left to internal departments rather than hiring dedicated people – leading to delays in responses and potential missing of important issues through lack of focus.
Failure to address these issues has terminally hampered a number of corporate ventures.
Copyright Richard A D Jones 2005
1 Comments:
Hi Carter
You're my kind of guy (as in engineering and venturing). I'm going to have a look at the process management product for development teams - looks like an interesting startup you have there.
I'm not sure how many parts this subject will come in but buy I've seen a log of daft things done by venture management teams (and done to them).
For your information - there is more information on my other blog http://innovation2execution.blogharbor.com/blog
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