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How to Raise Money as a Business

Strategy Driven

This plan needs to clearly outline your company’s goals, operations, and financial projections. The best method for raising money will depend on your unique business needs including your timeline, the amount of money needed, and the level of control you are willing to surrender to your investors.

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Transformational Growth and Disruptive Change: 4 Principles to Guide You

Marshall Goldsmith

You have to lead transformation without sacrificing financial and operating results, or injuring your engagement scores. Recruit all the same people to the project? Pinterest today engages more than 200 million users and this fall reached a pre-IPO market value of over $12 billion. Not likely. Probably not.

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How Google Has Changed Management, 10 Years After its IPO

Harvard Business Review

To do so, it had to come up with a brand of management all its own, centered around “people analytics,” a quantitative approach to hiring and operations. Earlier this year, Google’s SVP of People Operations, Laszlo Bock, wrote about its latest “people analytics” experiment.

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Why Unicorns Are Struggling

Harvard Business Review

When financial services company Square priced its IPO at $9 a share last November, well under the $15+ price that private investors paid the year before, it was a cold shower of reality for the 6-year-old company. Until the IPO, Square had been one of more than 130 unicorns: privately owned tech companies valued at $1 billion or more.

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The Most Innovative Companies Have Long-Term Leadership

Harvard Business Review

The typical enterprise software startup that IPOs is at least 7 years old (to say nothing of those that try and fail). In the year before Google IPO’d, it did about $962 million in revenue. They focused on a few enormous projects and did them incredibly well. Staying power is vital for innovation. And they lasted.

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Midsized Firms Can’t Afford Bad Bets

Harvard Business Review

It put one of its executives in charge of the project and told him to team up with the head of IT, even though neither had ever run a project this large or complex. The project budget paid for the software and not a lot more. Then it cut general and administrative expenses and sales staff to contain operating losses.

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A Story from Google Shows You Don’t Need Power to Drive Strategy

Harvard Business Review

Brian Fitzpatrick joined Google as a senior software engineer in 2005, shortly after the company’s IPO. One such project addressed a user’s control of his personal data. He had no formal authority as a leader, operating without any title or mandate. He had to find willing partners that he could collaborate with.