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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.
J. Michael Cline is the founding Partner of Accretive LLC. Michael and other Accretive principals founded Exult, Xchanging, Fandango and Accretive Health. Before founding Accretive Michael spent 10 years as General
Partner at General Atlantic Partners helping build General Atlantic into the world's largest private investment firm focused on software and related investments. Prior to General Atlantic, Michael was an associate at McKinsey &
Company. Michael received his MBA from Harvard Business School where he was a Baker Scholar and he received a BS from Cornell University. He serves on the boards of Accretive Commerce, Fandango, Accretive Health and Willow. He is a Trustee
of the Wildlife Conservation Society (WCS) where he chairs the Tigers Forever initiative - the world's largest effort in global tiger conservation and is a Trustee of the Brunswick School. He also serves on the board of the National Fish
and Wildlife Foundation, Endeavor Global and the Harvard Business School Rock Center for Entrepreneurship.
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.
Andy Freire is Axialent's co-founder and CEO. Entrepreneur in the business and social domains, after working at Procter & Gamble, he founded and led Officenet, a company that revolutionized the industry of
distribution (retail) of office supplies in Latin America growing from one to almost a thousand employees in a 4 year span. When he was 18, he created the Fundacion Iniciativa, for the promotion of leadership among the Latin American
youth. He collaborates weekly with CNN in Spanish as "Expert Entrepreneur." He was distinguished by the World Economic Forum as "Global Leader for Tomorrow", by the Endeavor Foundation as "Latin American Entrepreneur of the Year" and he
was one of two finalists who received awards as "World Young Business Achiever" in the Philippines in 2002. Andy has a Licensure in Economics magna cum laude from the University of San Andres in Buenos Aires, Argentina and an OPM from the
Harvard Business School. His several projects got funded by world recognized financial institutions such as GE Capital, Goldman Sachs, JPMorgan, George Soros, KKR, Santander Bank, Bank of America, Warburg Pincus, Louis Vuitton, GP
Investimentos and Tommy Lee Putnam.
This tool features lists of sample key questions to ask and to avoid in an interview, a form for taking notes as you interview each potential employee, and a matrix to help you objectively compare candidates.
Teams can take many forms during the early stages of growth inside the entrepreneurial venture. Providing adequate training and development for staff members makes group-based interactions more productive and many find the experience itself quite enjoyable. Here are links and suggestions for planning, implementing and measuring the results of team building activities.
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.
The succession planning process builds employee retention, but it won't work unless management can access an accurate inventory of employee skills, talents and abilities. Additionally, if individuals don't understand what options their career path might take, they may look for work elsewhere. This article shares best practices and suggestions for managing a talent inventory.
As the entrepreneur, you have to give your support to change efforts, whether you are the project champion or not. This article will help you communicate your support widely and regularly, providing resources and time to help the effort succeed.
There is a difference between employees showing a passion for the employer (which is great to have) versus a passion for their work (which is a crucial part of productivity). The advice given here is to "let people do what they want and need to do" and to keep out of the way of success.
Are you developing your top talent? Leaders that mentor other leaders become stronger leaders themselves. Avoid the distractions that can derail your leadership development process.
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