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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.
Dr. Khanna has been a member of the faculty of the Harvard Business School since 1993, where he studies, and works with, multinational and indigenous companies and investors in emerging markets worldwide. He has served
as course head of the required Strategy course in the Harvard MBA program, and chaired the executive education program on Strategy, Leadership & Governance. Currently, he teaches in Harvard's comprehensive general management executive
education programs. He earned a Bachelors of Science in Engineering degree from Princeton University in 1988, summa cum laude, Phi Beta Kappa, and a Ph.D. in Business Economics from Harvard University in 1993. His current research focuses
on understanding the drivers of entrepreneurship worldwide. As part of the Emerging Giants project, he seeks to understand how to build world-class companies from emerging markets worldwide. A related project, The Dragon and the Elephant,
zeros in on China and India, and identifies best practices for local entrepreneurs and multinationals operating in each of these two countries. His scholarly work is published in a range of journals over the past fifteen years. During this
time, he has continued to serve as a co-editor of several prestigious economics and management journals. A forthcoming book, Billions of Entrepreneurs: How China and India are Reshaping their Futures and Yours, will be published by Harvard
Business School Press (Penguin in South Asia) in 2007. Numerous articles in the Harvard Business Review (e.g. Emerging Giants: Building World Class Companies in Emerging Markets, 2006) and Foreign Policy (e.g. Can India Overtake China?,
2003) distil the implications of this research for practicing managers. Professor Khanna's work has been profiled in news-magazines around the world, including The Wall Street Journal, The Economist, the Far Eastern Economic Review, and
newspapers in China, India, and el
Timothy C. Draper is the Founder and a Managing Director of Draper Fisher Jurvetson. He was instrumental in bringing viral marketing to web-based e-mail to geometrically spread the successes of Hotmail and YahooMail, and
the practice has been adopted as a standard marketing technique by countless businesses and organizations. Draper launched the DFJ Global Network, an international network of early-stage venture capital funds with offices in over 30 cities
around the globe. He also serves on the boards of Skype, SocialText, Project Y, MailFrontier and Chroma Graphics. He was an original investor in Parametric Technology (PMTC), Tumbleweed Communications (TMWD), Overture.com (OVER),
Digidesign (AVID), Preview Travel (TVLY), Four11 (YHOO), Combinet (CSCO), and Redgate (AOL). He also founded or co-founded Wasatch Ventures (Salt Lake City), Zone Ventures (LA), Draper Atlantic (Reston), Draper Triangle (Pittsburg),
Timberline Ventures (Portland), Polaris Fund (Anchorage), Draper Fisher Jurvetson Gotham (NYC) and DFJ Frontier (Sacramento and Santa Barbara). Draper has been recognized as a leader in entrepreneurship and venture capital through numerous
awards and honors, and he has frequent TV, radio, and headline appearances. He was number seven on Forbes? Midas List and number 52 on the list of the most influential Harvard Alumni. He was also named AlwaysOn Magazine?s number one top
venture capital dealmaker for 2008. Tim is the course creator and Chairman of BizWorld, a 501c3 organization built around simulated teaching of entrepreneurship and business to children. He holds a BS in Electrical Engineering from
Stanford University, and an MBA from Harvard Business School.
Here are five big issues you should consider if you want your company to be able to evolve and grow to the next stage of development.
Geoff Davis figured out a way to dedicate his life to entrepreneurship and improving the lives of billions of people around the world-all in the same job. The strategy of his nonprofit is to accelerate the growth of high-potential emerging microfinance institutions through capital investments and capacity-building consulting.
For Tom Wiggans, starting a successful pharmaceutical company wasn't enough; he has also worked tirelessly to support the biotechnology industry as a whole.
LAST year was a fabulous one for entrepreneurs, at least according to the Kauffman Index of Entrepreneurial Activity released last month by the Ewing Marion Kauffman Foundation. "Rather than making history for its deep recession and record unemployment," the foundation reported, "2009 might instead be remembered as the year business startups reached their highest level in 14 years - even exceeding the number of startups during the peak 1999-2000 technology boom."
Why the Hurt Locker is an excellent example of film making entrepreneurship.
Boards of advisors are best for helping entrepreneurs build companies in the formative stage, whereas boards of directors lend a hand during times of crisis or change, writes a serial entrepreneur. The author provides a blueprint for dealing with both entities.
Building a company means creating an "entrepreneurial corporate culture," according to this article by a big-company supervisor turned entrepreneur. The best "entrepreneurial" cultures borrow worthy tactics from the Fortune 500, while discarding those that constrain productivity, says the author. Included are tips for what to take and what to leave behind.
Entrepreneurs aiming to expand need to keep their eye on the regional, national, or global markets they covet while preserving and enhancing existing client relationships, says the founder of a private swim school that is poised for growth.
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