Start, Grow, and Scale
Venture Clienting Units don’t go from zero to hero overnight. They evolve and that evolution typically follows three distinct phases: Start, Grow, and Scale.
Each phase reflects a different level of ambition and organizational maturity. Whether you’re just kicking things off with one motivated person or operating a full-fledged corporate function, understanding which phase you’re in helps you focus on the right goals and next steps.
Here’s a quick breakdown:
- Start: You’re just getting going. Resources are tight, but motivation is high. Success comes from proving that Venture Clienting works, by running a few high-impact pilot projects that create internal buzz and real business value.
- Grow: You’ve shown it works, now it’s about making it repeatable. Processes become more structured, more people get involved, and you start scaling your impact across the organization.
- Scale: Venture Clienting becomes part of the company’s innovation engine. It’s professionalized, fully integrated, and supported by leadership. The company doesn’t ask if Venture Clienting works, it asks what’s next.
Think of this model as a helpful map to guide the development of your Venture Clienting Unit. You don’t have to do everything at once, but you do need to know where you are and what to aim for next.
Let’s dive deeper into each of the phases in the next articles.
Hi, I'm Madlen, and I lead the Venture Clienting solutions at GlassDollar. At GlassDollar, we empower corporations to quickly identify and test cutting-edge startup technology. Our outstanding team of Venture Clienting experts is committed to helping corporations harness startup innovations and drive growth at any stage. Whether you need strategic consulting, support in establishing a Venture Clienting unit, or assistance in operating and scaling it, we are your ideal partner.
The Startup Advantage: How Systematic Corporate-Startup Collaboration Drives Market Outperformance.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.
Collaborating With Corporations—A Startup‘s Point of View
The potential of Venture Clienting, on the one hand, is full of opportunity; it allows startups to receive direct feedback, resources, and support for their projects. On the other hand, it also contains risks, with potential for a startup to lose its way in bureaucracy or, worse, fail to meet expectations. This article shares perspectives as an startup’s experience in this way of operating and optimising for better outcomes.