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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.
Our founder, Ewing Marion Kauffman, once said: "It's your right to be uncommon if you can. You seek opportunity to compete. You desire to take calculated risk, to dream, to build, yes, even to fail, and to succeed". He was talking to entrepreneurs: those people who create new ventures, building visions into reality. Indeed, entrepreneurs are uncommon in many ways. They create something from nothing. They see problems (and solutions) that others might not. They take personal and financial risks.
At the Kauffman Foundation, we recently announced a grant to a group that is trying to map and track where startups are around the world. The project--Startup Genome--is working "to build the most complete and accurate database of the world's startup communities, present it in useful, beautiful ways and provide tools and reports that community builders can use to gain insight into what's happening in their community. And make better decisions about how to grow it."
"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.
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.
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.
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