I'm not sure why everyone seems so focused on the cafeteria thing. I'm not sure people and their attitudes towards amenities are really the problem here. From my understanding, the differerence is the companywide attitude to risk. A startup has a "grow at any cost, or maybe perish" attitude. If things go south, bankruptcy will take care of the leftover excess risk (barring criminal charges). A bigco cannot easily go…
> So the only means to have a situation where you don't risk bigco for a single department is not making it a department. Make it a Ltd. in a holding or something. I was thinking that as well. Can anyone explain why this isn't common practice?
If you squint a little bit, this is exactly what the whole premise of corporate VC is. Take the funds that you'd allocate to long shots and operate as a VC would, provide strategic distribution where you can add value as a bigco, etc. Problem here is that compared to pure VCs you risk portfolio conflict in a different way that may not be as attractive to founders, but at least it's viable.