Introduction: From CVC to Corporate Venturing Matching Venturing Practices to Corporate Goals (p. 4) Activities and Programs (p. 8) Beyond R&D: Understanding Corporate Objectives (p. 8) Part 1: How Corporations Engage with Startups From Experimentation to the Mainstream (p. 9) Corporate Venturing Across the Globe (p. 12) Corporate Venturing by Sector (p. 13) CVC: A Traditional Model of Corporate Venturing (p. 14) Accelerators and Incubators: Fast-Tracking Innovation (p. 15) Venture Building: Nurturing Startups on Demand (p. 16) Venture Clienting as a Launchpad for Innovation (p. 18) Activities (p. 22) Part 2: Why Organizations Engage with Startups Access to New Technology (p. 25) Risk Management (p. 25) Market Expansion (p. 26) Develop Business Ecosystems (p. 26) Social and Environmental Impact (p. 27) Developing Entrepreneurial Culture and Capabilities (p. 28) Summary: Corporate Venturing as a Management Practice No One-Size-Fits-All Design (p. 30) Emerging Tools for Business Opportunities and Challenges (p. 30) The Rise of Clienting to Drive Innovation and Scale (p. 31) Developing Tomorrow’s Customers and Partners Today (p. 31) Conclusion: David and Goliath, Reimagined Appendix How We Conducted the Research (p. 34) Data Collection and Initial Validation (p. 36)