Corporate Venture Building Self-Assessment Tool
Welcome to FutureLabs Ventures Corporate Venture Building Self-Assessment Tool! Here, you will find a set of questions that can help you assess and score your organization on its Corporate Venture Building capabilities.
Once you have submitted, we will send you an illustrative chart on where your organization stands based on FutureLabs Venture's own metrics covered within our guide, that can serve as a stepping stone on your journey towards disruptive innovation and corporate venture building.
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Section A: Understanding Importance of Corporate Venture Building
Q1) Does the leadership team recognizes disruption threats and considers it an important strategic priority for the business?
No, the leadership team does not recognize disruption threats
Yes, the leadership team recognizes disruption threats, but believes they still have time before it affects the industry
Yes, the leadership team recognizes disruption threats and have taken steps to ensure it is a strategic priority within the organization
Q2) Does your organization focus on disruptive innovation, going beyond the core?
No, we tend to focus only on the core
Somewhat, we are looking at adjacent areas (Horizon 2)
Yes, we are looking at adjacent and disruptive areas of innovation (Horizon 2 and Horizon 3)
Section B: Define Goals & Aspirations for your Venture Build Program
Q3a) Does your organization have well-defined goals for disruptive innovation?
Not at all
Somewhat, but not as fully defined as we want it to be
Q3b) Across which of these 3 dimensions?
Q4) Is your organization more focused on "spin-ins"/next BUs or "spin-out" ventures?
Q5) Is there a clear owner to drive innovation including building/scaling new ventures?"
No, it is driven in a very decentralized way
Yes, senior management is involved in driving innovation
Yes, the CEO is directly involved in driving innovation agenda and priorities
Section C: Portfolio Stage Gates & Investments
Q6) How much do you invest in disruptive innovation as a % of revenue? (e.g., CVCs, Venture builds, Accelerators/Early-stage startup partnerships in adjacent business segments)
5% - 10%
10% - 15%
Q7) Is there a separate budget allocation for disruptive innovation/projects vis a vis the core?
No, there are no ringfenced funds for disruptive innovation
Yes, disruptive budget does not compete with core projects budget
Q8) Do you have a clear process with stage-gates and capital allocation criteria defined?
No, we are still trying to define clear processes and criteria's
Somewhat, we have processes in place but are still unsure if it is the most effective
Yes, clearly defined and key decisions are made quickly at stage gates
Section D: Agile Decision Making
Q9) How long do you take to make decisions on key stage-gates/pivots for new ventures
~3 months or more
At the stage gate
Q10) Does your organization have a clear investment committee and how often do they meet?
No, we do not have a structured investment committee
Yes, we have an investment committee, and they meet on a semi-annual basis
Yes, we have an investment committee, and they meet on a quarterly basis
Yes, we have an investment committee, and they meet on a monthly basis
Q11) Does your organization have a structure or mechanism in place to support and build out of new ideas independent of legacy systems and processes? (e.g. procurement/technology/management approvals)
No, we do not have any such structure/mechanisms in place and tend to stick to traditional processes
Yes, we do have such structures and mechanisms in place, but they are not fully fleshed out yet
There is a sandbox set up to allow people to experiment with new ideas and people are systematically allowed time to pursue these opportunities
Q12) Is the venture team empowered to take action and make decisions crucial to the success of the venture?
Very little, we still have hierarchical structures, with power and authority concentrated at the top levels
A fair amount of flexibility is given to take action within the agreed direction, but often, the final decision/changes in plan still have to be approved by top management
Yes, we provide full flexibility and agility to the venture CEO and team to make critical decisions for the venture
Q13) Is venture building experience embedded within your investment committee/decision making on new business opportunities?
No, senior management and executives have not seen the necessity for it
We have some mentorship and tools but not involved at the decision making level
Yes, we have external venture building experience embedded in decision making (VC/Venture Studio/Venture Building Advisor)
Section E: Talent & Incentives
Q14) Do you incentivize the founders to make the venture a success? How?
Yes, via Equity in the venture
Yes, via Phantom shares/Revenue shares/Success bonus
No, we do not have any such incentives in place
Q15) Which financing option does your company explore?
Strategic Investors/VC Funding
Parent Corporate BU Funding
Q16) Are you willing to accept a non-controlling stake in a new scalable venture opportunity backed by your organization?
No, we must have full control
We have enough financial capital available, and don't see a need to go outside
Willing, if the venture team can make strong case for why external capital may be preferred
Q17) Does your organization systematically identify entrepreneurial talent to pursue the new business building opportunities?
No, we follow our standard internal openings and hiring process
Yes, we specifically look to identify and hire intra/entrepreneurial talent
We work only with intrapreneurs but give them mentoring, tools and exposure to venture building best practices
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