Big Business Digs into Deep Tech
New research spotlights four ways companies can respond to the big changes taking place in the digital marketplace.
New research spotlights four ways companies can respond to the big changes taking place in the digital marketplace.
Any business that has set sustainability goals, produces a physical product, or supports a business that produces a physical product will need to incorporate one or more deep technologies.
Investors and funds are just beginning to master the next financial frontier: breakthrough innovation for issues like climate change, pandemics, and quality of life.
Synthetic biology is a difficult technology to master and especially tough to scale. Chemical and materials startups and their backers need to find the meeting place of technology capability, market need, and cost.
By Jean-François Bobier, Anne-Douce Coulin, Constant Morez, Greg Emerson, Kaustubh Wagle, and Antoine Gourévitch
Here are two facts that may surprise many investors. The first is that deep (or emerging) technologies have become a mainstream destination for corporate, venture capital, sovereign wealth, and private equity funds. Deep tech claims a stable 20% share of venture capital funding, up from about 10% a decade ago. Second, deep tech returns are similar to those of other venture investments. (See the exhibit.) Our analysis of about 1,100 venture funds shows that over the past five years, the weighted average internal rate of return was 21% for traditional venture capital investors and 26% for deep tech-focused funds. (The nonweighted returns were 26% and 25%, respectively.)
Forward-looking investors understand that deep tech offers attractive rewards because its companies tackle large problems. Startups seek to make big societal, technological, or economic impacts that unlock hefty markets in fields such as climate change, food shortages, and disease. Investors are making bigger bets. The size of the average deep tech investment has significantly increased in recent years, with many investments now reaching $100 million or more. Billion-dollar funding commitments are no longer uncommon.
Deep tech companies and their investors still face plenty of challenges. Scientific, technological, and business risks abound at just about all stages of a startup’s journey, from the lab to the marketplace. More than 80% of deep tech ventures are building physical products, which involves risks related to engineering and unit economics as well as commercialization and scalability. Early investors need to be concerned with how to secure later funding. Later-round investors are typically looking at much bigger funding amounts as startups seek to prove the commercial viability and scalability of their products.
Timelines are long. Deep tech investments take longer than other tech investments to mature—an average 25% to 40% more time between funding each stage from seed capital through series D.
All that said, our latest research shows that funds can benefit from eye-catching returns while hedging their portfolios and diversifying away from software and other traditional technology investments. At the moment, deep tech as an asset class is attractive relative to other technology investments because premiums are low and valuations are moderate. Many of these technologies have yet to enter the mainstream, and marketplaces have not become crowded with competing funders.
Our new report looks at where and how investors can play in deep tech and how the current pool of investors approaches the asset class. We analyzed deep tech investments along two dimensions—technologies and use cases—in four areas of impact: climate and sustainability, demographics, technology, and security. Our analysis of investment patterns over the past several years reveals five types of investors that are active at different stages of the investment life cycle and that offer a variety of models for others to consider.
Investors that do not understand the opportunities of deep tech, which are significant, and learn the ropes, which can be complex, are missing out on attractive returns and an excellent means of diversifying their portfolios.
Alumnus
ABOUT BOSTON CONSULTING GROUP
Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.
Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.
© Boston Consulting Group 2024. All rights reserved.
For information or permission to reprint, please contact BCG at permissions@bcg.com. To find the latest BCG content and register to receive e-alerts on this topic or others, please visit bcg.com. Follow Boston Consulting Group on Facebook and X (formerly Twitter).
Related Content
Read more insights from BCG’s teams of experts.
New research spotlights four ways companies can respond to the big changes taking place in the digital marketplace.
Any business that has set sustainability goals, produces a physical product, or supports a business that produces a physical product will need to incorporate one or more deep technologies.
Investors and funds are just beginning to master the next financial frontier: breakthrough innovation for issues like climate change, pandemics, and quality of life.
Synthetic biology is a difficult technology to master and especially tough to scale. Chemical and materials startups and their backers need to find the meeting place of technology capability, market need, and cost.