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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Once you've heard the insight--that startups are different from big companies--it seems so obvious. Yet too often entrepreneurs, and those that teach them, approach the building of new companies with the same goals, staff structures and assumptions that motivate the management of large companies. Startup founders build teams to focus on engineering, and on the process of creating a product and bringing it to market.
I recently returned from participating in the 2nd Annual Rome Forum of the Harambe Entrepreneurial Alliance, hosted by the Vatican's Pontifical Council for Justice and Peace.
A treatment for tinnitus is the goal of two Ohio University colleagues who were frustrated by the lack of options for those suffering from this hearing disorder. Read more to find out how this medical device differs from its competitors.
When considering the optimal number of founders for any new entrepreneurial adventure, the calculus extends well beyond simple formulas seemingly supported by observations of startup cohorts within specific industries. Famous technology twosomes that come to mind include David Packard and William Hewlett of Hewlett-Packard, Steve Jobs and Steve Wozniak of Apple, Paul Allen and Bill Gates of Microsoft, Larry Page and Sergey Brin of Google. In these examples, it is widely observed that these buddy teams complemented each other well in the early formative years of their companies.
Chasing an entrepreneurial dream can be an all-consuming effort. Particularly in those crucial early days of a startup, founders seem to eat, sleep and breathe their businesses. This naturally occurring tunnel vision has a purpose, of course, allowing entrepreneurs to give their business babies the time and attention they need to mature. But this heads-down mode is not without its drawbacks, one of which is neglecting to stay up on current events--particularly the happenings that can impact the entrepreneurs who are inadvertently paying no attention to them.
In perusing last week's headlines (and a few stragglers from the week prior), I realized I was drawn to numerous articles pertaining to entrepreneurial support beyond that in the United States. For those who don't know, my work at Kauffman allows me to travel a bit--about 100,000 miles a year to be exact.
There is no shortage of well-educated people in academic environments. But the challenge is in turning the attention of those bright minds to entrepreneurship. Here are a few ideas on how to do it.
Every year Cleveland Clinic compiles a list of the best healthcare innovations for the future. Here are our suggestions for the best healthcare innovations in recent biotech news.
A few weeks ago I wrote a blog post about President Obama's State of the Union Speech. I observed that entrepreneurial vision was lacking and I wish he had used the occasion to revive bipartisan support for an entrepreneurial agenda that could have given both parties things to support.
"No business plan survives first contact with customers," Steve Blank says. What? Isn't the point of planning that you maximize the likelihood of success in the marketplace? Well yes, but perhaps not the kind of planning you might be thinking about. A business plan conceived on paper, powered by a great idea or invention, enhanced by research on the size of the market and a customer profile, has great potential. But it also has a crucial flaw.
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