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Chapter 3, How to Partner with Startups Systematically, sheds light on the partnering process. Entrepreneurial managers within the large corporation have to make a robust effort to make startup partnering work. Doing so entails working out systematic programmatic interventions that help overcome the sheer asymmetries between corporations and systems. Corporations need to discover what formats work more effectively for them. The key is to develop a clear partnering process that will make it more likely that corporations and startups can collaborate in a way that realizes the potential of a win-win partnership.

Chapter 4, Building the Capability to Partner with Startups, is about developing the requisite partnering capability. Beyond figuring out a process that works, corporations need a new partnering capability to refine, replace, and add partnering practices over time. Carving out dedicated teams for startup engagement helps build the capability to repeatedly put in place systematic partnering processes and practices. This may take time, but for a corporation that takes startup partnering seriously, the investment of effort is worth it, and indeed essential.