The only solution to managing shareholders with different exit and return horizons, as well as the differing added value they can bring to a business at different points in its life, is to build trust and communicate - something the titans of the industry have always realised.

Lange said it meant universities were forming firms, governments were acting as venture capitalist and industry was raising training of employees to higher levels.

The insights from this week's webinar and the work the company is doing to integrate a complete and integrated innovation toolkit makes IBM a very impressive case study in next-generation corporate venturing in its widest sense. It is one where universities are playing an increasingly central role.

The past few weeks has seen indications for how corporations will work with venture capital peers, charities and endowments, government-sponsored funds and others, including secodnaries and family offices, to create syndicates that can support the next generation of entrepreneurial ideas, academics and companies.

That the two research institute remain shareholders is positive for the company as well as potentially a source of profits back to the academics.

Applying a successful university venturing programme offers money to support budgets under pressure, better links to business with the insights from technology back to research and jobs and work experience for graduates that helps attract the brightest minds.