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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.
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.
From a lab at MIT to connecting 50,000 high school students live around the world, Norman Gaut's team at PictureTel were pioneers in connecting the world via real-world time, visual communications.
This author recommends that an entrepreneur include remote network access as part of a company's disaster recovery plan. Secure, remote access allows associates access to key data and applications on the network via an Internet connection.
William Sahlman is the Dimitri V. d'Arbeloff - Class of 1955 Professor of Business Administration at Harvard Business School. The d'Arbeloff Chair was established in 1986 to support teaching and research on the entrepreneurial process. The Chair honors the late Dimitri d'Arbeloff (HBS '55), whose entrepreneurial skills helped make Millipore Corporation a world leader in its industry. Mr. Sahlman received an A.B. degree in Economics from Princeton University, an M.B.A. from Harvard University, and a Ph.D. in Business Economics, also from Harvard. His research focuses on the investment and financing decisions made in entrepreneurial ventures at all stages in their development. Mr. Sahlman was co-chair of the Entrepreneurship and Service Management Unit from 1999 to 2002. From 1991 to 1999, he was Senior Associate Dean, Director of Publishing Activities, and chairman of the board for Harvard Business School Publishing Corporation. From 1990 to 1991, he was chairman of the Harvard University Advisory Committee on Shareholder Responsibility. He is a member of the board of directors of several private companies.
Use this Market Research Checklist to identify the information you will research for your business.
Resource Abstract
Why spend money, time, and effort documenting processes? Beyond the obvious direction it will provide in operating the business, numerous other benefits are discussed in this article.
This tool will help develop one complete workflow for a single operational system.
Research shows that nearly 50 percent of workers don't have performance goals that can be objectively measured. A lack of clear objectives can lead to workplace dissatisfaction and an increase in turnover rates. This article suggests a number of communication strategies to address the problem.
There are three key processes involved in reviving a company on a downward path, including determining the root cause of the difficulties, rethinking strategy, and realigning the overall business process to meet new strategic directives. This guide provides specific advice and links to resources to analyze business processes and financial health, to assess the market, and how to identify the people necessary to make the change happen.
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