Here’s the hard truth of corporate venture investing: Strategic investing without execution is not strategy — it’s buying proximity to innovation without any of the high-friction, high-reward work of making it real.
I’ve seen this pattern up close for 20 years, a period where corporate venture capital has exploded. Every CEO I know is under pressure from the boardroom to stay relevant in a world that’s moving faster than their operating model, with AI upending industries and turbocharging others. The logical move? Plug into the startup scene. Start a CVC fund. Get closer to the next wave.
And so, the pattern begins: Millions deployed, logo walls growing, trend decks refreshed quarterly. But the hard question remains: What is your organization doing with it?
It’s the Innovation Illusion. Corporations are great at performing innovation — sponsoring demo days and accumulating investments — but they often fail at achieving transformational outcomes. They’re optimized for optics, not impact on the bottom line. Strategy doesn’t live in your ability to invest or acquire. It lives in your ability to act.
We see this throughout our portfolio at TechNexus Venture Collaborative, but it’s especially present in the partnership between our corporate partner THOR Industries and portfolio company Harbinger Motors. Working as THOR’s investment partner, TechNexus helped THOR lead an investment in Harbinger’s medium-duty EV platform. That relationship blossomed beyond a financial relationship as the two recently unveiled a first-of-its-kind range-extended electric Class A motorhome.
Capital ≠ Capability
Most companies don’t have an innovation problem. They have a capability problem — the inability to act on what they’ve invested in. They’re missing the connective tissue required to bridge the startup’s speed and momentum with the enterprise’s scale and complexity.
Real innovation isn’t about just cutting a check. It demands Venture Collaboration.
At TechNexus, we’ve proven that the most powerful partnerships are those where a corporation and a startup treat each other like true counterparts, each bringing different, vital strengths. The corporation brings the scale (customers, data, distribution), and the startup brings the momentum (speed, technology, fresh thinking).
This shift requires corporations to stop spectating and start collaborating. You need function over funding.
That means putting real skin in the game — people, time, customers, and data — to co-build and integrate the technology. This can be uncomfortable. It requires aligning incentives and navigating friction, but that uncomfortable work is where the real competitive advantage is forged.
If your goal is to do more than survive disruption — if you want to lead through it — you can’t just buy into innovation. You have to rewire how your company learns from, works with, and builds alongside external partners.
That’s what we do at TechNexus. More than a fund, we’re a Venture Collaborative — a platform built to help corporations generate measurable growth by connecting the dots between capital, startups, corporate scale, and real business outcomes. It’s about moving from simple introductions to deep integration, and from mere bets to new business building.
Let's stop talking about being “close” to innovation and start talking about being part of the action. I encourage you to rethink the role of capital in your transformation journey.