Open Call vs. Targeted Startup Sourcing: A Corporate Guide

Publisher: 2080 Ventures · Updated: 14 September 2026

Open calls invite startups to apply to a published challenge. Targeted sourcing identifies and approaches startups against a defined business need. For corporate teams, the choice depends on how well the problem is understood, how widely they need to explore, and whether someone can sponsor the next step.

Our recommendation is to use open calls for broader discovery and targeted sourcing for specific implementation needs. A hybrid approach can do both. Whichever route you choose, define ownership, selection criteria and a path to a pilot before collecting applications or arranging meetings.

In this article

• Open call vs. targeted sourcing: the differences
• When to use each approach
• What 2080 Ventures reported
• Why promising meetings stall
• A practical sourcing and follow-through process
• How to measure progress
• Frequently asked questions

Open call vs. targeted sourcing: the differences

Both approaches can introduce a corporate team to new technology and external expertise. The important distinction is who initiates the match and how much qualification happens before the first conversation.

When to use an open call, targeted sourcing or both

Use an open call when discovery is the objective

An open call can be useful when the business understands the challenge but wants to explore different ways of solving it. It gives companies outside the existing network a route into the programme. Its value depends on the clarity of the brief and the capacity to review applications fairly.

Publish the business problem, eligibility requirements, assessment criteria, application deadline and what selected startups can expect. Explain whether the opportunity is discovery, a paid pilot or a potential procurement process. Do not imply that selection guarantees a commercial contract.

Use targeted sourcing when the requirements are specific

Targeted sourcing starts with the team that owns the problem. The search can then account for technical maturity, integration requirements, geography, deployment capacity and relevant customer evidence. Outreach becomes a conversation about a specific use case rather than a request for a generic pitch.

For example, “find AI startups” is too broad to guide selection. A more useful brief could ask for a way to reduce manual inspection in a particular production workflow, with stated data access, operating conditions and a measurable baseline. This is an illustrative brief, not a reported client result.

Combine the two when you need reach and precision

Run an open call alongside direct outreach to companies that may not apply on their own. Use the same qualification criteria for both routes and record the original source of each candidate. This preserves room for unexpected solutions while ensuring that known specialist providers receive consideration.

What 2080 Ventures reported from corporate startup sourcing

In its original account, 2080 Ventures described working with Japanese corporate teams in manufacturing, energy and consumer sectors. The open-call route published challenges and invited applications. The targeted route added business-unit interviews, problem definition and direct startup outreach.

What the comparison does and does not establish

The targeted route recorded more kinds of follow-up after meetings. That is a useful operational observation, but it does not establish that targeted sourcing always performs better. The approach also included deeper problem definition, so the sourcing channel cannot be isolated from the wider process.

The account does not supply cohort dates, equal observation periods, company-level records, selection criteria or programme costs. Applications and outbound contacts are different starting populations. NDAs, MOUs and proposals may involve the same startups, so adding them together would overstate distinct conversions.

An NDA enables information sharing; an MOU records an understanding; a proof-of-concept proposal describes a possible test. None, by itself, demonstrates a commissioned pilot, paid deployment or financial return. The counts above are self-reported operational figures, not independently verified research.

Why promising startup meetings stall

A relevant introduction is only one part of corporate startup collaboration. Progress can stop when the team cannot identify a budget owner, provide access to the testing environment or agree what evidence would justify moving forward.

• An unclear brief: startups demonstrate capabilities without knowing which business outcome matters.
• No operational sponsor: the innovation team likes the solution, but the business unit has not committed time or resources.
• Late feasibility checks: security, data access, integration or procurement requirements emerge after selection.
• No decision date: the meeting ends without an owner, a deliverable or a deadline for the next step.

Before expanding the pipeline, resolve these constraints. Our article on why open innovation programmes fail explores related implementation challenges.

A practical sourcing and follow-through process

1. Write the brief with the problem owner

Document the workflow, current performance, cost of the problem and desired improvement. Identify who owns the outcome and who can approve the next phase. Separate essential requirements from preferences so promising alternatives are not screened out prematurely.

2. Map the market and choose the sourcing route

Look at established vendors, startups and the option of improving the existing process. Decide whether the priority is exploration or an implementation-ready shortlist. Choose an open call, direct outreach or a hybrid approach accordingly.

3. Qualify against consistent criteria

Assess problem fit, relevant evidence, technical readiness, deployment requirements and commercial feasibility. Record why a startup progresses or is declined. Use a shared scorecard, but retain written reasons so an aggregate score does not hide a critical constraint.

4. Prepare meetings around a concrete use case

Share the brief in advance and include the people needed to evaluate it. Ask for evidence from comparable deployments and make room to discuss limitations. End each meeting with a decision, a request for specific information or a clear reason to stop.

5. Scope the test before promising scale

For candidates that progress, define the pilot hypothesis, baseline, success criteria, responsibilities, budget and review date. Address data access and procurement requirements early. Decide who will evaluate the evidence and what would trigger a wider rollout, a revised test or closure.

How to measure corporate startup sourcing

Track the stages separately: candidates reviewed, qualified meetings, proposals, commissioned pilots, completed pilots and paid deployments. Keep NDAs and MOUs as supporting milestones rather than treating them as equivalent commercial outcomes.

• Relevance: how many reviewed candidates meet the documented requirements?
• Progression: how many qualified meetings lead to a commissioned pilot within the same observation window?
• Effort: how much staff time and external spend are required at each stage?
• Implementation: do completed pilots meet the agreed success criteria, and do approved solutions enter use?

Use consistent definitions, comparable time windows and distinct startup counts when comparing routes. Track why candidates stop progressing. A smaller pipeline with documented decisions may be more useful than a large application total with no next steps.

The OECD/Eurostat Oslo Manual 2018 provides a broader reference for innovation measurement. It does not verify the programme figures reported here.

Frequently asked questions

Is targeted sourcing always better than an open call?

No. Targeted sourcing is useful when requirements are specific, while open calls can broaden discovery. The appropriate choice depends on the objective, review capacity and readiness to act on a relevant match.

Can we improve an open call that is already running?

Yes. Clarify the assessment criteria, involve business-unit owners in qualification and define the next step for shortlisted startups. Add direct outreach if important solution categories are missing from the applicant pool.

What is the difference between an NDA and a pilot?

An NDA governs confidential information sharing. A pilot is a scoped test with agreed responsibilities and evaluation criteria. Signing an NDA does not mean a pilot has been commissioned or paid for.

What should a corporate startup sourcing brief include?

Include the problem owner, current workflow, baseline, desired outcome, essential technical requirements, available resources and decision process. Explain the opportunity accurately so startups can judge whether participation makes sense.

Build a sourcing process around your business needs

2080 Ventures helps corporate teams define challenges, identify relevant startups and organise the next steps in collaboration. Tell us about the business problem you want to solve or explore our corporate innovation programmes.

For more context, read what open innovation means and how it can support time-to-market decisions.

Sources and editorial context

The programme counts are retained from 2080 Ventures’ original operational account. The selection framework and measurement checklist are editorial recommendations, not findings from a controlled study. Illustrations are conceptual and do not depict clients, actual programme participants or measured results.

OECD/Eurostat, Oslo Manual 2018: Guidelines for Collecting, Reporting and Using Data on Innovation.