Our monthly advice column in which an expert panel gives advice on common problems in corporate venturing.

Some say it is the job of the CVC investment professional, while others say business unit heads can be more effective on startup boards.

Creating a resilient strategy, constantly communicating their value and knowing when to spin out will help corporate investment units increase their longevity.

In fact, doing it badly is worse than not having any CVC activity at all.

Global Corporate Venturing analysis indicates that companies with active CVC programmes have higher revenue, EBITDA and cash flow growth.

From having a business development professional on a startup's board to making sure the corporate's sales force are motivated to sell a portfolio company's product, here six things that startups value in their corporate investors.

More corporate investors choose to invest in academic research. But it requires much different skills to investing in later-stage startups.

From appointing an independent advisory board to hiring an external management team, here are several recommendations for building internal ventures successfully.

Key mistakes to avoid include over-complicating term sheets, not taking time to understand co-investors, leading twice in a row.

More corporate investors are turning to seed-stage investing to get early exposure to new technologies. But it requires a different skill set to what CVCs are used to.

Smaller corporate venture funds — those with less than $50m — can use their slim size as an advantage if they plan well and have a laser-like focus.

The venture builder says that moving through ideas quickly, and rapidly killing the ones that don't work, is the best way to build an AI venture.

Six tips on how to create a high-performing platform team that can create strategic value from startup investments.

A decade ago there was hardly a name for it. Today venture capital platform roles are a crucial way for investment firms to attract startups.