Summary

by Carl J. Ganter, Daniel Kennel and Philipp Willigmann

In a world defined by disruption, climate volatility, geopolitical fragmentation, and technological acceleration, the role of Corporate Venture Capital (CVC) is undergoing a radical evolution. What once began as a strategic experiment on the edge of the business is now becoming central to corporate resilience and long-term value creation.

The biggest shift? CVC is stepping into the futureproofing gap.

At the CVC / Open Innovation Summit 2025 (www.cvc-summit.com), one message echoed through nearly every session: today’s strategic investors can no longer afford to treat climate, resource scarcity, or infrastructure fragility as externalities. Food, water, and energy security aren’t just global priorities, they are commercial battlegrounds.

The question is no longer should we invest in sustainability? The question is how do we do it in a way that creates both strategic and systemic returns?

From ESG to Execution

While ESG teams and reporting frameworks have brought awareness to sustainability goals, many corporate efforts remain disconnected from growth engines or operational execution. The result: slow progress, siloed initiatives, and missed innovation cycles.

Enter CVC.

CVCs are uniquely positioned to bridge this gap, deploying capital and commercial capability to accelerate breakthrough technologies in climate, energy, and resource security. Not just to meet internal sustainability goals, but to ensure long-term business viability in a rapidly changing world.

In our newly released white paper, we make the case that CVCs must lead the way, not by ticking boxes, but by backing the startups and systems that will define how we eat, power, and thrive in the decades ahead.

What’s Inside the Paper

Drawing on insights from our summit discussions and years of fieldwork, we outline how CVCs can evolve from passive funders to system-level actors. Topics include:

• Why traditional ESG is failing — and what CVCs can do differently

• How to co-invest in climate tech alongside VCs, family offices, and PE firms

• Board-level strategies to help climate startups mature and scale

• Case studies: Hydroponics-as-a-service, energy grid pilots, carbon optimization with digital twins

• Investment playbooks: From decentralized energy storage to circular water systems

One of the clearest takeaways? Being early matters — especially when markets are still forming. CVCs who step into climate-critical sectors now can shape demand, supply chains, and even regulation.

This is not about philanthropy. It’s about resilience, optionality, and building the next generation of infrastructure.”
— Daniel Kennel, Head of Strategy & Venture, Borg Warner

Strategic Co-Investment is Key

No single corporation can solve these challenges alone. That’s why one section of the paper focuses entirely on co-investment syndicates, where CVCs pool capital and capability around shared climate goals.

These collaborations often outperform traditional models by combining:

• Deep domain expertise

• Local deployment capacity

• Shared infrastructure or supply chain alignment

• Policy coordination

We showcase real examples of these models in action, including multi-CVC partnerships in long-duration energy storage and closed-loop supply chains.

The Human Element: Boards & Founders

Technology is only part of the equation. Many climate-focused startups need support beyond funding; they need advisory depth, governance guidance, and commercial validation.

That’s where great CVC board members come in. By showing up with purpose, not just oversight, CVCs can help founders de-risk scale-up, attract downstream capital, and build enduring companies.