Executive summary
Risk and reward in new ventures
Key findings
Research methodology
Acknowledgements

Chapter 1: Introduction
The challenge of managing innovation
Corporate venturing
The corporate venture unit
Mobilising talent

Chapter 2: Personal risk and reward
The nature of personal risk
What is at stake?
Risk, motivation and incentive alignment
The nature of personal reward
The role of reward management

Chapter 3: The corporate venturing process
A model of corporate venturing
Idea generation
Plan and build
Launch

Chapter 4: The corporate venturing context
The individual context
Reward and the individual
Risk and the individual
Individual contributions
The organisational context
Sharing resources
Internal equity
Salary structures
Rewarding the support team
Sharing rewards
Goal conflict and goal congruence
Communicating values
The environmental context
Attracting outside talent
The impact on the venture process.

Chapter 5: Managing risk and reward
Reward and value creation
Balancing risk and reward
Dealing with failure
Focusing reward systems
Beyond launch
Beyond corporate venturing

Chapter 6: Case studies
Unilever (Insense)
Powergen (Spark)
British Airways (London Eye)

Chapter 7: Conclusion
Nurture creativity and innovation
Develop an entrepreneurial culture
Create new stakeholder value

References

End notes

List of figures
Figure 1 Risk and reward
Figure 2 Intrinsic and extrinsic rewards
Figure 3 Risk and reward in the new venture process
Figure 4 The corporate venturing process
Figure 5 The changing level of personal risk in new business development
Figure 6 Risk and reward in context
Figure 7 Balancing risk and reward—personal perceptions
Figure 8 Focus of reward systems in new business development