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Earlier this month, I had the privilege of addressing a roomful of individuals at the 49th Annual Conference of the Council for Community and Economic Research (C2ER) in Kansas City, MO. The theme of this year’s event was "Energizing Entrepreneurship: Monitoring Progress, Making Change,” and...
So far this year both the number and size of deals by venture capitalists are down over the final quarter of 2009.
A total of 681 deals for $4.7 billion were completed by VCs in the first quarter of 2010, according to a MoneyTree Report released by the National Venture Capital Association and PricewaterhouseCoopers. That dollar amount is down about 10 percent over Q4 2009, but up nearly 40 percent over the same period last year.
"Know when to hold 'em, know when to fold 'em" could be the lament of a VC as well as a poker player. Wait a minute: VCs are poker players! How do you know when to shut down a promising enterprise that's not quite making it? Here are some hints from a VC blog.
Frank Ricks, Founder of LRK Architecture, discusses design and creating value for clients while using creative leadership to increase the firm from seven to a hundred and sixty employees.
In times of crisis people always look for inspirational leaders. What makes for inspiration is subjective, but there is one common element when speaking about leaders who inspire: they have a strong leadership presence.
By presence we mean "earned authority." That is, people follow your leadership because you are a proven quantity, whose credibility rests on your having gotten things done. Every leader must aspire to demonstrate presence in order to inspire; this is a theme explored in a new book, 12 Steps to Power Presence: How Leaders Assert their Authority to Lead.
Documentary filmmakers Anand Chandrasekaran and Michaelene C. Risley discuss not only the inspiration for their film, &lt;i&gt;Tapestries of Hope&lt;/i&gt;, but also some of the logistics of its production. Topics include fundraising strategies and how the film team overcame obstacles along the way.
David Heineimeier Hansson, the creator of Ruby on Rails and partner at 37signals in Chicago, says that planning is guessing, and for a start-up, the focus must be on today and not on tomorrow. He argues that constraints--fiscal, temporal, or otherwise--drive innovation and effective problem-solving. The most important thing, Hansson believes, is to make a dent in the universe with your company.
Many entrepreneurs with family-owned or closely held businesses say the most difficult challenges involve deciding who will succeed the current generation.
Amyris Biotechnologies CEO John Melo explains his company's endeavors in the sustainable sciences; working both to fight disease and to create renewable energies. Melo also reflects upon his personal career path, from immigrant, to start-up, to Big Oil - and back to start-up again.
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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