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New Corporate Ventures: How to Make Them Work

by Ralph Alterowitz and Jon Zonderman

New Corporate Ventures and How to Make Them WOrkBuy the BookDonald N. Frey, Chairman of the Board, Bell & Howell Company, 1988
"The description of the internal organization and dynamics of new corporate ventures is superb."

Abraham katz, Management Consultant and formerly IBM's Director of Planning Systems
"...value to a firm that is considering internal venturing-in terms of process, guidelines and anecdotal material."

Imagine harnessing the drive, genius, and success of the entrepreneur and applying them to new corporate ventures. A lot of companies think venturing is a great idea—but most have failed to profitably carry it out. Why have so many attempts at "intrapreneuring" failed? What mistakes do almost all companies make?

In New Corporate Ventures, Ralph Alterowitz delivers a detailed blueprint for setting up and implementing new ventures to make sure they succeed. Step by step, he shows:

  • How to systematically evaluate potential ventures and determine which ones to back
  • How to go through a nurturing process using methods developed by ven ture capitalists
  • How to prepare a "New Business Charter" that defines in writing the relationship between the corporation and new ventures
  • New Corporate Ventures shows managers and executives how to do it right the first time without expensive mistakes or miscalculations.


Donald N. Frey
Chairman of The Board
Bell & Howell Company

"The description of the internal organization and dynamics of new corporate ventures is superb. It is the strong part of the book:’

Abraham Katz
Management Consultant & Formerly IBM’s Director of Planning Systems

"Ralph Alterowitz has said much that would be of value to a firm that is considering internal venturing—in terms of process, guidelines and anecdo tal material. As I reflect on these anecdotes, I marvel that venturing can work at all in the Corporate environment:’

  • TABLE OF CONTENTS INTRODUCTION ― Internal Corporate Venturing: Is It Worth the Effort?
  • CHAPTER ONE ― Corporate Venturing Problems
  • CHAPTER TWO ― Process: The Business of Running New Businesses
  • CHAPTER THREE ― Assessing the Proposed Venture
  • CHAPTER FOUR ― The Business Plan
  • CHAPTER FIVE ― The New-Business Charter
  • CHAPTER SIX ― Venture Shock
  • CHAPTER SEVEN ― Corporate Entrepreneurs: Finding Them and Harnessing Their Energy
  • CHAPTER EIGHT ― Organizational Options
  • CHAPTER NINE ― Staffing the Internal Venturing Group
  • CHAPTER TEN ― Funding
  • CHAPTER ELEVEN ― Oversight and Handholding
  • Afterword
  • Index

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