From the preference for face-to-face meetings to startups' over-reliance on government contracts, here are six unique aspects of investing in South Korea.

Smaller companies build their own ventures more than larger corporates and the chief executive is more involved with the CVC, according to GCV's Keystone benchmarking survey.

Here's how to make the relationship between a VC and its strategic corporate LPs one that benefits both sides.

Being humble, bringing your connections and building a good reputation are all part of the art of the "reverse pitch," says Mike Smeed, of InMotion Ventures, the investment arm of JLR, and Martin MacDonald, of weeteq.

Some 50% of a consumer startup's capital is spent on advertising, so trading equity for ads can save money. Here's how to get those deals to work.

Nichola Bates, head of Boeing's global accelerators and innovation programs, is taking radical steps to improve the gender balance of corporate venturing: she hires only women for her team. And it's not the only way she is shaking things up.

"Resiliency-phase" units move away from CEO supervision, invite business units onto the investment committee and make multiple investments in other venture funds.

Design the strategy from the ground up, find out what doors to knock on, and be quietly persistent.

Both models are gaining popularity — but which is right for your company? It depends on the business need and the stage of the startup.

Sometimes a startup might directly disrupt the business of a corporate business unit. How much can CVC units reveal about these plans?

Mike Smeed, partner at InMotion Ventures has changed his investment style in the two years he has been running InMotion Ventures, Jaguar Land Rover's investment arm. One of the key things he learned was to look further outside the carmaker's immediate needs. This is what he told GCV about what he had learned.

From choosing the right team to lead a new venture to creating a cap table that will attract venture capital investors, here are tips on how to do venture building well.

Elliott Parker argues corporates are bad at innovation because they're optimised for efficiency. Here's what they should do instead.

Corporate investment teams often need outside advice as a sounding board. Here's how to get the rest of the business comfortable with that.