Field guide 4
Two Scoreboards
Why corporate venture programs are measured against a standard nobody defined
Corporate innovation and venturing
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7 pages
What it argues
A corporate venture program is asked to produce financial return and strategic value at the same time. Only one of those has a number. The other is defended with a story, and stories lose budget cycles.
What you take away
Record the strategic thesis in testable form
Hold business unit commitments as records
Make pilot criteria explicit before the pilot
Survive sponsor turnover
Instrument both scoreboards separately
Preserve the portfolio picture across reorganizations
Connect the program record to corporate development
Tell us where to send it
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