Corporate Venturing
Show Less

Corporate Venturing

Organizing for Innovation

Jessica van den Bosch and Geert Duysters

Large organizations are seen to be struggling to keep up with today's fast changing market and technological developments. However, an increasing number of firms have started to engage in corporate venturing as a way to enhance their innovation process. This book fills the gap in management literature by providing a detailed account of best practices in the organization and management of such corporate ventures. The authors highlight eight main cases of organizations that employ corporate venturing within their firms. The cases are illustrative in showing how leading corporations organize their corporate venturing process and by highlighting the best practices that can be distilled from their experience.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 5: Innovation projects and venturing at Rabobank: creating a new dynamic

Jessica van den Bosch and Victor Gilsing


Michael Dooijes joined Rabobank in 2007. As a former international relationship manager who worked abroad for many years, and as a stockbroker with 20 years of experience in Wholesale and Retail Financial Services, in 2011 he was given responsibility for strategy and innovation at the commercial bank business arm of Rabobank Nederland. The financial world is not typically known for its innovation, but it is currently undergoing a sea change. The widespread digitization that has occurred has caused many outsiders to adopt a new view of the financial sector’s business model. Traditional banking has become a commodity, with young new companies developing related services for offering customers more options. This has been dubbed the FinTech industry: radical innovations that link technological applications to the banking business model. To some extent, these constitute a threat to the relationship a bank has with its customers; the insertion of other parties with services of interest to the consumer distances the bank from its customers. This has necessitated a change of culture within the banking sector. But the trend can also be viewed as an opportunity. By capitalizing on these developments as a bank, you can add value to your relationship with your customers. That will require, of course, embracing open innovation in terms of partnering with other, outside, parties to achieve innovation.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.