Corporate Venture Capital's Complex Agenda

Several forces--rapid technological obsolescence, the impact of information technology on health care, merger integrations, and the need for double digit revenue growth--have caused increasing numbers of large pharmaceutical and medical device companies to create new corporate venture capital groups. But compared to traditional VC firms, whose only goal is to make money for limited partners, corporate VCs have a heavy agenda. They must choose portfolio companies while balancing often-competing goals of strategic benefit and financial return.

by Mary Stuart

With the bursting of the high-tech bubble, many information technology firms washed their hands of corporate venture capital. After losing millions—and sometimes billions—in the Internet boom and bust, many companies shuttered their corporate venture operations. According to the Corporate Venturing Report, the number of companies worldwide that had venture funds dropped from a high of 350 in mid-2000 to 200 at the end of 2001. Since early 2001, the public equity financing window has shut, limiting venture capital firms' exits. Yet in the life sciences, pharmaceutical and medical device companies are creating venture groups with greater frequency than ever. In the past two years Merck & Co. Inc. , Eli Lilly & Co. , IBM Life Sciences , Yamanouchi Pharmaceutical Co. Ltd. , Takeda Chemical Industries Ltd

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