What metrics would you use to evaluate BCG Digital Ventures's corporate venture building program?

Introduction

Evaluating BCG Digital Ventures's corporate venture building program requires a comprehensive approach to product success metrics. This complex challenge involves assessing the effectiveness of creating and scaling new businesses within established corporations. I'll follow a structured framework covering core metrics, supporting indicators, and risk factors while considering all key stakeholders.

Step 1

Product Context

BCG Digital Ventures (DV) is a corporate innovation and venture building arm of Boston Consulting Group. Their corporate venture building program partners with large organizations to ideate, launch, and scale new digital businesses. Key stakeholders include:

1. Corporate partners: Seeking new revenue streams and innovation
2. BCG DV team: Aiming for successful ventures and client satisfaction
3. End-users: Benefiting from innovative solutions
4. Investors: Looking for returns on venture investments

The user flow typically involves:

1. Ideation and concept development
2. Prototyping and market validation
3. Business model refinement
4. MVP launch and scaling

This program aligns with BCG's strategy to offer end-to-end innovation services. Competitors include other consulting firms with venture-building capabilities, such as McKinsey's Leap and Accenture Ventures. The product is in the growth stage, with established processes but ongoing refinement and expansion.

Software considerations:

• Platform: Likely a mix of custom-built tools and third-party software
• Integration: Multiple touchpoints with corporate partners' systems
• Deployment: Hybrid model of on-premise and cloud solutions