The "State of CVC 2024" report provides a comprehensive overview of the current corporate venture capital (CVC) landscape, analyzing trends, challenges, and strategies based on a detailed survey of industry participants. It highlights the evolving role of CVCs amid macroeconomic uncertainties, shifts in investment strategies, and the growing focus on emerging technologies like artificial intelligence and climate tech.
1. CVC Resilience Amid Market Challenges
CVC participation in venture deals remains robust at 28%, despite a decline in overall venture capital activity. However, the number of funds making fewer than five investments annually has increased to 38% in 2024, reflecting cautious sentiment. The industry is navigating elongated timelines for returns and reduced exit opportunities due to macroeconomic conditions.
2. Shift Toward Early-Stage Investments
Early-stage deals now represent 86% of CVC activity, up from previous years. This shift allows CVCs to establish relationships with emerging companies early, aligning with their role as a "sensor function" for parent corporations to identify innovation trends. Challenges persist for startups, especially in Series A funding, creating opportunities for CVCs to step in.

3. Focus on Emerging Technologies
Generative AI (30% of CVC deals in 2024) and climate tech are top priorities for CVCs. These sectors align with CVCs’ strategic role in providing parent organizations with insights into transformative technologies. AI-backed companies with CVC support show resilience, with higher valuation growth compared to traditional VC-backed counterparts.
4. Growing Dependency Risks
Many CVCs remain tied to their corporate parents’ balance sheets, with 19% considering independence through external funding. Dependencies can stall operations, especially when corporate strategies shift. Mature CVCs demonstrate reduced dependency by educating executives and developing independent structures.
5. Decline in Deal Leadership
The proportion of CVCs leading deals has dropped across the board, especially among new funds (23-point decline since 2021). However, mature CVCs lead more frequently (74%) compared to newer counterparts. Ownership targets have risen, with CVCs acquiring an average of 9% equity, capitalizing on reduced valuations.
6. Executive Buy-In and Internal Advocacy
Executive support is critical, yet challenging, as many CVC teams struggle to align their long-term goals with short-term corporate expectations. Misunderstandings about venture timelines and frequent executive turnover pose significant risks to fund continuity.
7. Metrics and Performance Tracking
Mature CVCs are increasingly adopting traditional venture capital metrics like IRR and exit counts while also tracking strategic KPIs such as business unit partnerships. The dual focus reflects the need to balance financial and strategic outcomes for corporate parents.
8. Team Composition and Talent Challenges
CVC teams are generally small, with 62% having fewer than 10 members. Larger teams tend to focus more on investments, while smaller teams emphasize strategic contributions. Hiring external talent with venture experience remains crucial, especially for developing credibility and educating corporate sponsors.
9. Exit Landscape and Liquidity
The slow exit market, with just 3% of portfolios exiting in 2024 (down from 8% in 2021), has led to increased use of secondary markets for liquidity. This is particularly critical for financial CVCs, which depend heavily on portfolio performance metrics.
10. Strategic vs. Financial Fund Dynamics
Strategic funds focus on aligning with corporate goals, often at the expense of long-term capital commitments. In contrast, financial funds prioritize ownership and follow-on investing, with 90% reserving capital for subsequent funding rounds. This divergence highlights distinct approaches to achieving value.
Source: Silicon Valley Bank