ventures
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Byers strongly believes that entrepreneurs have to evolve with their organization. He uses a metaphor to compare entrepreneurs to three kinds of dogs: retriever, bloodhound, and husky, as they evole into the role of CEOs.
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William Sahlman, professor at Harvard Business School, observes that almost all entrepreneurs and their ventures must inevitably change and adapt. In all the business plans Salhman has seen, he says that almost every single business has had to change as they discover their customers, their market, etc. So the key to successful entrepreneurship is anticipating and dealing with change.
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Inspired by Charles Lindberg's Spirit of St. Louis, X PRIZE founder and space entrepreneur Peter Diamandis explains to interviewer George Zachary of Charles River Ventures that offering a high profile cash reward can often be more financially advantageous - and more aggressive in moving forward a societal push - than simply funding a good idea. Diamandis describes his incredible quest for funding, pitching hundreds of potential benefactors...more
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Tom Byers, professor at Stanford University and founder and a faculty director of the Stanford Technology Ventures Program (STVP), stresses that "Entrepreneurs are not born, they are made". He discusses a framework that elaborates the difference between an idea and an opportunity.
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Komisar talks about how many traditional companies like Kleiner Perkins are involved in making significant social differences. He believes that the entreprenuerial spirit and pursuit of innovation of these companies is consistent to the model of many social ventures in the market.
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Robin Bellas, partner at Morgenthaler Ventures, explains the structure of the venture capital firm.
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The most successful teams and ventures demonstrate passion and the ability to solve problems and create solid business plans, Roizen says. Yet, they were not in it to get wealthy. The strength of the team was their cohesiveness, she says.
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Smith explains that fundraising is very hard in the non-profit sector. New Ventures typically co-invests in A rounds with other venture capital firms, typically newer groups that have an openness to thinking about new solutions and understand the power of entrepreneurs. Generally, deals are in multi-millions with clearly defined milestones over several years.
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Medtronic, Boston Scientific, and Johnson & Johnson all began as single-product ventures, says Mir Imran, CEO of InCube Labs and serial entrepreneur of medical devices. And while the medical community is rife with single-product ventures, a few of them do go on to become large enterprises offering a suite of products in multiple markets. What sets the bar for each venture? The market viability for each product they produce.
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Breyer discusses why Accel Partners decided to invest in Facebook and what they look for in new ideas before they convert them into ventures.
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John Doerr, partner at Kleiner Perkins Caufield & Byers, talks about what distinguishes successful companies from all others. The two main factors are passionate founders and devotion to technical excellence.
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Dunn talks about how the skills that she has acquired in a traditional company like Hewlett Packard will be useful in solving social problems in non-profit ventures.
