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Large companies find themselves under increasing pressure to ensure rapid innovation. Not surprisingly, corporate venturing activities (CVA) are often at the top of boards and top executives' agenda.

But can corporate venturing be an effective tool to identify valuable opportunities and build new businesses? – if executed well, it offers interesting avenues to accelerate innovation, open the doors for interactions with startups and foster overall growth for large corporations. Yet, for many companies, building new businesses—especially those that are substantially different from the parent organization's existing business—remains unfamiliar and challenging. What is the best way forward?

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