Curiosity Capital: Unlocking the Hidden Power of Venture Programs

Let’s call it what it is: most corporate venture programs are misunderstood, underutilized, or quietly dismissed as innovation theater. 

But the best ones? They’re a different breed. They’re not pet projects for strategy teams or financial sidecars hitched to a few startups. They’re structured expressions of institutional curiosity—designed to pull companies out of their comfort zones and propel them into what’s next. 

We love to talk about growth. But real, durable growth doesn’t come from just adding headcount or cutting costs. It comes from expanding your lens—from asking sharper questions, testing new assumptions, and placing smart bets on what’s ahead. 

That’s the role of a venture program. Done right, it’s not a distraction. It’s a directional bet on curiosity itself.

The Business Case for Curiosity

Stefaan van Hooydonk makes this point brilliantly in Curiosity: The Secret Ingredient for Success in Personal and Professional Growth. The core idea is simple but powerful: in a world where adaptability wins, curiosity is your highest-yield asset. 

Yet it’s one of the first things large organizations suppress. Why? Because curiosity is risky. It’s messy. It doesn’t align neatly with quarterly targets or legacy cost structures. 

And that’s the danger—companies that fail to institutionalize curiosity won’t just miss the next wave. They’ll get buried by it. 

Research shows that when curiosity is present, people ask better questions, think more creatively, and persevere through complex challenges. That’s not just soft skills talk—it’s operational advantage. And in venture, it’s the line between spotting breakout opportunities and watching them pass you by.

Three Levers That Matter

To build a venture engine that drives real impact, you need to cultivate an environment where curiosity can thrive. Van Hooydonk identifies three dimensions that matter most: permission, awareness, and intentionality. 

• Permission: People need to know it’s safe to explore the edges. A well-run venture program sends a clear signal: we reward bold thinking, not just rule-following.
• Awareness: Curiosity suffocates in echo chambers. A strong venture arm keeps your organization in contact with new technologies, talent, and ideas—well before they go mainstream.
• Intentionality: Unfocused exploration wastes time. Strategic exploration, aligned with business priorities, is where real upside lives. The best programs don’t chase hype. They chase relevance—and stretch its boundaries. 

It’s Not Just About Capital. It’s About Culture.

Most leaders say they value curiosity. Few actually build systems that reward it. A venture program is that system. 

It’s how you carve out space to think differently. It’s how you attract the kind of talent that wants to build, not just optimize. And it’s how you create optionality—the ability to make bold, strategic moves that your current model doesn’t allow. 

Done right, it even rewires your company’s internal mindset. Instead of fearing disruption, your teams seek it. Instead of clinging to “best practices,” they start asking better questions. Not “What are we doing?” but “What could we be doing that no one else sees?”

Venture as a Leadership Imperative

This isn’t just about financial return. It’s about identity. It’s about signaling the kind of company you want to be. 

Curious companies adapt faster. They attract future-ready talent. And they win—not by reacting to the world, but by helping shape it. 

We don’t need more innovation slogans. We need mechanisms that move. 

So if you’re still on the sidelines, wondering whether a venture program is worth the effort, ask yourself this: Are we optimizing for conformity, or designing for possibility? 

The companies that bet on curiosity won’t just stay relevant. They’ll define what comes next. 

And that’s a bet I’ll make every time. 

Todd Cassler, Chief Growth Officer and Partner at Cerity Partners, leads national growth strategy from the firm’s Boston office. With over 20 years in financial services, he’s held senior roles at Mariner, John Hancock, and Manulife, driving enterprise growth, institutional distribution, and advisory solutions. Now joining the Outthinker Strategy Network, Todd also serves on several boards, including Sacred Heart University’s Business School, Junior Achievement Americas, and the Boston Children’s Museum. 

Discover more about venture programs, growth strategies, and the power of curiosity at Outthinker.com.