A welcome stab at the lacklustre ROI vs. Strategic Fit dichotomy that motivates many “theories” of corporate venturing: “The Future of Corporate Venturing” by Andrew Campbell et al. in the recent MIT Sloan Management Review. They distinguish four venturing strategies: ecosystem venturing, innovation venturing, harvest venturing and private-equity venturing. Sine qua non, venturing attempts to grow a new billion-dollar leg outside the core business always crash in flames because they lead to endless strategy-changing (i.e. lack of strategy). Instead, companies should ascetically practice the venturing strategy that leverages their market position and assets: thy perseverance shall be rewarded…