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The Resource Center has all the info you'll need From content to user feedback, the resource center has the information you need for every level of the entrepreneurial process.
When Michele McGeoy sold her first software start-up, she thought she was doing the best thing for her stakeholders. But, a few years later the new owners resold the company out of state, leaving her and her employees out of work. Having lost control by giving up ownership, McGeoy found a better solution for her next venture: She empowered employees by making them stakeholders and created a culture that promotes healthy growth.
Pittsburg, Kansas and Pittsburg State University benefit from the broad generosity of Gene Bicknell, who gives because "it's the right thing to do."
All it takes for a startup community to take root and thrive are the right seeds and soil. I recently saw this first hand in a seemingly off-the-beaten-path city – Telluride, Colo.
Success takes more than a compelling vision. As the leader of your company, you need to be able to implement your vision--train, prepare, and equip your team to live according to it.
Are today's newly wealthy entrepreneurs robber barons or 21st-century heroes? Those who profit from the process of wealth creation are under increasing pressure to apply their skills and business experience to philanthropic ventures.
How can healthcare CEOs train the next generation of company leaders? One study suggests training is best done with a healthy dose of no-nonsense straight talk in a one-on-one setting.
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.
Venture capital certainly has its place within the entrepreneurial ecosystem. Some of our nation's largest companies (and employers), like Apple, Google and FedEx, have secured this form of funding. But plenty of Kauffman Foundation research tells us that VC funding isn't as mainstream in startups as one would gather based on its common place in startup news. In fact, less than 20 percent of the fastest growing young companies ever take venture capital money.
When cash flow turned positive and profits started coming in, the co-founder of an Internet start-up sought his advisory board's approval for new expenses. What he got was a barrage of questions: "Where are next year's projections? What's your mission statement?" As the business grew, the board made sure it stayed on track financially, raising prices as well as morale. And when the company was acquired, everybody cashed in.
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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