Corporate venturing has been treated for too long as a corporate instrument, measured by deals done rather than relationships built. We started xcube.consulting on a different premise, that the relationship between a corporation and a venture is the thing worth designing, and that most value is lost in how those relationships are framed, sequenced and governed.
We hold the relation as our unit of analysis and describe it through seven modalities, venture clienting, venture partnering, venture building, venture M&A, corporate venture capital, innovation procurement and ecosystem development. Around that, we use an ecosystem orchestration approach that places the corporation as the central node of a system organised around a systemic challenge or a frontier technology. This is what allows a venturing function to strengthen the core business and create new growth at the same time, rather than choosing between them.
We work with corporations that want venturing to produce strategic and financial results, and with startups that want to become genuine counterparts to those corporations. Because the relation is our object, we can stand on both sides without conflict, corporations as advisory clients and startups on outcome based terms.
We connect corporations to xcube.capital when the next step is investment, and to xcube.academy when the next step is building internal capability. The platform lets us carry a relationship from strategy through to capital and capability.
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