The reduction of burn rates remains paramount. We have seen different companies adopt this focus in line with their own industry contexts. Sustainable-inputs companies, for instance, are weighing the breadth of their R&D pipelines, recognizing that it is possible to “prove the platform” with a smaller number of new products than they may ultimately be capable of producing. Other options include the use of partnerships or a future owner’s own sales representatives to tap into new geographies. Meanwhile, established (but nonstrategic) business lines can be monetized through divestitures or licensing arrangements to bring in capital.

Source: Seizing opportunities amid the agtech capital drought | McKinsey