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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.
Hiring smart people for a new company is not enough, says Kim Popovits of Genomic Health. Read more about what she thinks is important when growing a company.
Finding a mentor for your new healthcare business can be important, but the wrong mentor could hurt your business. Read more for tips on identifying a bad mentor.
Startups are not just a risk for investors. They are also a risk for the attorneys and other service providers that choose to work with them. That's because there's no guarantee an early-stage company will be around to pay a law firm for all the work it's done - let alone become a long-term customer.
Lately, there's been a lot of talk about these people we call millennials. Namely, the current generation, Generation Y, those "entitled, narcissists who still live with their parents", according to Keith Wagstaff. From complimentary to derisive, countless writers have deemed it their duty to predict exactly what this generation will add or (as most reports warn) detract from our current society. But the truth is, nothing has been said about the "Me, me, me generation" that hasn't been said about every generation before them.
This author and CEO touts the benefits an entrepreneur can get from pairing up with an occupational health provider when looking to improve the safety and health of their employees. Whether its drug testing, health and wellness programs, regulatory standards, or safety issues, an occupational health provider seeks for ways to improve the workplace.
Specialized or technical advice or skills not closely related to your company's core objectives can often be handled effectively by outside contractors. Typically less expensive that hiring full-time staff, potential outsource services should be carefully considered with these topics in mind: expertise, experience, proposals, and attitude.
In today's extremely tight labor market, small-company employers must approach hiring just as they approach selling. To lure able and enthusiastic candidates, the author writes, a CEO should consider such steps as contacting reluctant candidates personally, offering equity compensation to augment salaries, and sending welcoming gifts like fruit baskets. Of particular note is a discussion of factors the author says "count" in the sales-whoops!-the hiring process.
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.
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