33 of strategic objectives, such as expanding into adjacent markets, accelerating digital transforma- tion, building ecosystems, accessing new customer segments, and even redefining business models. This evolution reflects a broader shift in how corporations view the role of startups within their strategies, not only in the USA but in Europe and Asia. Corporate venturing is not simply about import- ing innovation from the outside; it is about forging resilient, mutually beneficial relationships that allow both corporations and startups to thrive in an envi- ronment marked by uncertainty and rapid change. For business leaders, the message is clear: corporate venturing must be approached not as a static play- book but as a dynamic, adaptive practice. Successful companies will be those that continuously reassess their venturing objectives, refine their engagement models, and stay attuned to the shifting needs and aspirations of the startup ecosystem. Corporate venturing is no longer an experimental trend—it is a defining feature of today’s business landscape. “