Post by 🌱🤝🌍 Nicolas Sauvage

Corporate venturing isn’t a simple “should we do CVC?” decision. It’s about knowing when CVC is the right tool versus partnerships, venture clienting, or other collaboration models. In Corporate Venturing Insider #120, Francesco Di Lorenzo of Copenhagen Business School breaks down a critical distinction: using CVC to build long-term windows into technology, versus collaboration models designed for near-term problem-solving. We also explore the “CVC effect,” the rise of venture clienting, and the risks corporates face when they over-rotate toward short-term wins. This conversation sits within a broader dialogue with academics on corporate venturing design: the advantage doesn’t come from having a CVC unit—it comes from deploying it at the right moment, in the right way.