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VCs' Strange, Instinctual Need to Replace Founders

Harvard Business Review

Venture capitalists exhibit some strange behaviors, but none is more bizarre than the near-inevitable scheming to remove a company's founder-CEO. The process, instituted by a particular stripe of venture capitalist, represents the acme of "adult supervision" by the VC, a destroy-the-village-to-save-it moment of investor heroism.

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How Watson Changed IBM

Harvard Business Review

In January 2014 IBM announced they were spending $1 billion to launch the Watson Group , including a $100 million venture fund to support start-ups and businesses that are building Watson-powered apps using the “ Watson Developers Cloud.” With the entrepreneur ecosystem, we are behaving more like a Silicon Valley startup.

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What Tomorrow's Leaders Are Learning in Africa Right Now

Harvard Business Review

While it may not be intuitive to global readers, I see many similarities between Samsung's transformation from local leader in Korea to major player on the world stage and our own journey in building the United Bank for Africa into a group that operates in 20 countries and on three continents.

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Can a Big Company Innovate Like a Start-Up?

Harvard Business Review

When Google announced that co-founder Larry Page was replacing Eric Schmidt as CEO, the official reason was to "streamline decision making" at the top. In contrast, employees of large established firms operate with a different sense of risk and reward , reassured by financial security and structure.

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Midsized Firms Can’t Afford Bad Bets

Harvard Business Review

CEOs of midsized companies who make big bets can lose the farm. The executives of Fortune 500 companies might be able to lose the same bet with impunity, and the founders of venture capital-funded startups are only renting the farm (with the VC’s money) anyway. That helped BlueArc raise another $28 million in VC funds.

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The 5 Requirements of a Truly Innovative Company

Harvard Business Review

We understand how a CEO might come to such a conclusion. Balance: the mix of different types of innova­tion (product, service, pricing, distribution, operations, etc.); differ­ent risk cate­go­ries (incremental improvements versus speculative ventures); and differ­ent time horizons.