Adapted from a CM Venture Capital interview with Charles Vaillant, Chief Technology and Chief Digital Officer of MANN+HUMMEL. View original publication.
Strategic return requires execution
For Charles Vaillant, the central challenge in corporate venture capital is not finding interesting technology. It is turning that technology into projects, proofs of concept and new business options that create a genuine advantage for business units. Financial performance matters, but corporate venture capital should also deliver strategic value that the organisation could not otherwise access.
Move beyond the presentation
Promising decks and enthusiastic meetings do not create results. Execution begins with practical project management: named owners, defined milestones, agreed timelines and resources committed by both sides. Without a funded plan and accountable participants, the probability of a venture succeeding is too low.
No deal without commitment
Vaillant requires a written execution plan from the relevant business unit before approving a deal. The plan must identify budget, resources, milestones and timing. Senior management must also remain involved in important strategic investments so that corporate and startup leaders can review delivery, resolve obstacles and maintain visibility at the top.
Technology is not yet a business
A technology is an enabler, not a commercial proposition by itself. Teams must be able to explain the customer problem, where the technology creates value and why the business unit is prepared to support it. Innovation needs R&D, but it also requires creativity, entrepreneurial thinking and the ability to imagine applications beyond the original specification.
Evidence before optimism
MANN+HUMMEL’s Growth Validation Process evaluates new ventures across product-market fit, scalability, profitability, unfair advantage and market size. Demand must be demonstrated through real signals such as tests, customer engagement and purchase orders. Evidence creates a stronger basis for decisions than confidence or narrative alone.
Build what others only present
Turning possibility into business requires discipline and imagination together. Clear ownership, committed budgets and measurable follow-through give entrepreneurial people the space to perform—and convert a promising technology into something customers can actually use.