In this episode, I'm joined by Stefan Peintner, CEO and Managing Partner of WhataVenture and lead author of the New Business Building study (50 leaders, 36 organizations, DACH region).
This is not an episode about which corporate venturing tool is best. It is about why some new business teams keep their mandate and budget when the core business weakens, and others disappear in the next savings round.
A year ago, 21% of venture builders expected a budget cut. This year, 39% got one. Stefan calls it a recalibration. Fewer bets, smaller teams, more pressure to prove impact. The data points to strategy, governance and real commitment at the top, far more than the instrument.
In this episode, Stefan shares insights on: 🧭 Why 17 of the 22 teams that rate themselves more successful take their ideas from corporate strategy, and only 2 of the 11 weaker ones do 📉 Why CVC is both the best rated instrument and the one most likely to face cuts 🤝 When venture clienting builds new revenue, though 20 of 25 users focus it on the core ⏱️ Why most ventures die of latency, and the one governance rule Stefan would set on day one: fixed decision dates 💶 The "justified investment" math: €100M in new revenue can require €100-150M invested today 🏛️ How top management involvement differs from commitment in the board room
The episode closes with a practical move. Look at your portfolio, check what each project pays into in the company strategy, and stop the ones with a question mark next to them. Cutting your own projects frees resources and earns credibility. It is also how a new business unit keeps a seat at the table instead of ending up on the menu in the next budget round.
Podden och tillhörande omslagsbild på den här sidan tillhör
Davide Ritorto. Innehållet i podden är skapat av Davide Ritorto och inte av,
eller tillsammans med, Poddtoppen.
