Strategy Driven

MAY 25, 2011

Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership by John Hamm. Unusually Excellent is a back-to-basics reference book that offers both seasoned and aspiring leaders a framework for understanding and a guide for applying the battle-tested fundamentals of leadership at every stage of their careers.

Company 62

Company Venture Capitalist Film Reputation 62

Strategy Driven

MAY 25, 2011

Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership by John Hamm. Unusually Excellent is a back-to-basics reference book that offers both seasoned and aspiring leaders a framework for understanding and a guide for applying the battle-tested fundamentals of leadership at every stage of their careers.

Company 50

Company Venture Capitalist Film Reputation 50

Harvard Business Review

JULY 27, 2017

At the time, BMW had no dedicated, company-spanning unit to leverage the creative power of startups. To fill the void and build such a new BMW startup unit, Gimmy partnered with an experienced innovation manager from BMW, Matthias Meyer. Gimmy’s task was clear but highly demanding: to reimagine the way BMW innovates.

Venture Capitalist 8

Venture Capitalist Meyer Innovation Fixed Costs 8

Harvard Business Review

JANUARY 28, 2011

So just how closely should management monitor their employees' minds? Savvy managers are always sensitive to what might be going wrong as what should be getting better. Get ready to manage them. For knowledge-intensive industries, people's talent, expertise and ingenuity are essential ingredients for success. My bet is, no.

Venture Capitalist 14

Venture Capitalist Ethics Human Capital Drucker 14

Strategy Driven

APRIL 22, 2011

Unusually Excellent: The Necessary Nine Skills Required for the Practice of Great Leadership by John Hamm. Unusually Excellent is a back-to-basics reference book that offers both seasoned and aspiring leaders a framework for understanding and a guide for applying the battle-tested fundamentals of leadership at every stage of their careers.

CEO 57

CEO How To Venture Capitalist Follow-up 57

Harvard Business Review

MARCH 4, 2016

But as a venture scales and becomes more complex , more operational and commercial sophistication is required to manage it. Historically, venture capitalists have bypassed founders’ limitations and desire for control by swapping in new CEOs who have more professional experience. Insight Center.

Venture Capitalist 8

Venture Capitalist Sample IPO Long-term 8

Harvard Business Review

FEBRUARY 5, 2018

Entrepreneurs trying to make a business idea work will do anything within their power to buy extra time: run up bills on personal credit cards, take out home equity loans, or find consulting projects to cover a few more months of experimentation. There’s a belief that the sun will keep rising. Persistence. Private vs. Public.

Entrepreneur 9

Entrepreneur Venture Capitalist Innovation Long-term 9

Harvard Business Review

APRIL 18, 2017

For managers and marketers alike, the power to calculate what customers might be worth is alluring. The problem is far more insidious than those articulated in venture capitalist Bill Gurley’s thoughtful CLV vivisection. Steven Moore for HBR. In fact, it subverts how customers truly become more valuable over time.

Company 9

Company Venture Capitalist Workshop Metrics 9

Harvard Business Review

JUNE 1, 2017

The true promise of a culture, argues influential venture capitalist Ben Horowitz , is to “be provocative enough to change what people do every day.” ” That’s the spirit I’ve seen at companies with the most powerful cultures. From the inside looking out, you can’t explain it.”

Venture Capitalist 8

Venture Capitalist Mission Statement Long-term Short-term 8

Harvard Business Review

FEBRUARY 26, 2016

Venture capitalists have their radar out for and provide ample resources for the catalysts to scale up very quickly. The platform allows the exchange of digital information, services, and products across the power grid, allowing much greater efficiencies industrywide. More such catalysts are entering the fray every day.

Short-term 8

Short-term How To Venture Capitalist CFO 8

Harvard Business Review

MARCH 24, 2016

A recent study by three professors at Purdue’s Krannert School of Management is part of a growing mountain of evidence of the superior and more lasting performance of companies where the founder still plays a significant role as CEO, chairman, board member, or owner or adviser. An example I love is how M.S.

Company 8

Company Venture Capitalist Long-term Hotels 8

Harvard Business Review

SEPTEMBER 14, 2018

Over half assume leadership positions at nonprofit organizations and almost all are philanthropic. After retirement, CEOs must grapple with a loss of power, prestige, and immense responsibility. It’s not the plane, nor the power. More than a quarter of past Fortune 500 CEOs become active in private equity.

Simon 9

Simon CEO Venture Capitalist Planning 9

Harvard Business Review

DECEMBER 17, 2014

And the more growth opportunities stretch beyond a company’s current capabilities, the more the company needs to build systems to manage the unique nature of these opportunities (the kind we describe in more depth in our recent article “ Build an Innovation Engine in 90 Days ” and our 2012 e-book Building a Growth Factory ).

Innovation 8

Innovation Company Venture Capitalist Business Model 8

Harvard Business Review

FEBRUARY 3, 2015

When it comes to stepping up to leadership, your network is a tool for identifying new strategic opportunities and attracting the best people to them. This article will show you how to reinvent your network, by managing these three critical dimensions. Give you a sounding board to flesh out your ideas. The list goes on.

How To 8

How To Diversity Letter Learning-by-Doing 8

Harvard Business Review

APRIL 30, 2012

The gateways of power have changed. And of course, premiere venture capitalists talk with pride about "pattern recognizing" for success, signaling that they typically fund a 23-year old from Stanford over say, women, people of color, or those with a more diverse life experience. Argument 1: You Are Powerful Beyond Measure.

Power 14

Power Venture Capitalist Business Model McKinsey 14

Harvard Business Review

APRIL 26, 2016

We met with leaders at private equity funds, venture capitalists, and incubators, including Andreessen Horowitz and Playground. Use strong leadership to enable true collaboration. Yet while that kind of leadership is crucial, it’s the ability to tap the collective minds of the organization that drives the business.

Venture Capitalist 8

Venture Capitalist Company Succession Long-term 8

Harvard Business Review

APRIL 11, 2012

But that kind of leadership also has its limitations. Here are three reasons the new leadership imperative is all about transparency. Lunch meetings and feedback sessions are a great place to start, and if you're managing across continents or your workforce is simply too large, don't underestimate the power of video.

Venture Capitalist 15

Venture Capitalist Leadership PR Sharpe 15

Harvard Business Review

JULY 12, 2017

The only thing that surprises me about the recent furor over sexual harassment by Silicon Valley venture capitalists is that people are surprised. In many organizations, in Silicon Valley and elsewhere, a certain cowboy strain of masculinity prevails, especially at the leadership level.

Venture Capitalist 8

Venture Capitalist Workshop Diversity Long-term 8

Harvard Business Review

JULY 4, 2012

After working in a fast-growing company as COO, he accepted an offer from venture capitalists to start his own company. There is powerful evidence (pdf) that narcissists have difficulty forging long-term relationships. A chief executive had a dilemma. It is in their self-interest to change.

Venture Capitalist 15

Venture Capitalist Long-term COO Succession 15

Harvard Business Review

MARCH 11, 2013

The truth is, men still hold the lion's share of power. I see three major reasons every manager, whether male or female, should read Lean In , and this is the first: increasing your awareness of the paradoxes facing women. This brings me to the third reason I think all managers need to hear the message in Lean In.

Venture Capitalist 16

Venture Capitalist COO Conference Film 16

Harvard Business Review

SEPTEMBER 24, 2012

Here's why: the innovation revolution spurred by venture capitalists decades ago has created the conditions in which scale allows big companies to shift from shackling innovation to unleashing it. As I discussed in my post How Big Companies Can Save Innovation , large companies are now better positioned to innovate than ever before.

Innovation 8

Innovation Company Venture Capitalist Health Care 8

Harvard Business Review

MARCH 11, 2013

The truth is, men still hold the lion's share of power. I see three major reasons every manager, whether male or female, should read Lean In , and this is the first: increasing your awareness of the paradoxes facing women. This brings me to the third reason I think all managers need to hear the message in Lean In.

Venture Capitalist 8

Venture Capitalist COO Conference Film 8

Harvard Business Review

OCTOBER 9, 2013

It feels like a treat, witnessing aspiration and insight blend into leadership to create something new. Luis (not his real name), however, had not come to see me for leadership advice. I usually schedule these meetings at the end of the workday. He had come to pitch his tech startup and ask for my involvement. Efficiency. (Do

Education 9

Education Venture Capitalist Technology Learning-by-Doing 9