Startup founders: allergic to experiences they should learn to love?
Do startups fail as a result of the founder’s attitude towards doing things they don’t think they need to do?
The switch from doing jobs to starting startups: will we even notice?
Could our increasingly online lifestyles morph smoothly into self-employment if today’s culture of ’employee-based careers for all’ gradually fades into oblivion?
Mel Brooks Producers as a model for lean startups
Founders having an innovative idea, a fruitful search for a solution, generous early investors: what could possibly go wrong?
Startup mentoring: is there something missing?
The list of services that an officially accredited UK mentor is NOT allowed to provide just boggles the mind
Award for the most confusing little word in the startup vocabulary: Vest
A serious attempt to clarify some of the things which make vest and vesting a bit mind-bending for startups
Four questions that determine whether an accelerator should accept you
Jessica Livingstone offers her own feelings about what Y Combinator wants and I try to read between the lines
Startups: what happens when an economy completely collapses?
In places where prosperity has seemingly reigned forever, sometimes all the big employers and retailers can suddenly disappear: welcome to the startup-only economy. We probably need to start looking at places where this already exists
Can entrepreneurialism be automated?
If Artificial Intelligence is going to automate the world’s entire workforce, we’re all going to need to give up any hope of employment and become startup entrepreneurs and innovation investors instead. They couldn’t possibly automate those, could they?
Has Scoble suddenly turned anti-Lean Startup?
He just said: ‘I hate the term “minimal viable product.” That’s like telling me “we’re shipping without any features because, well, our investors and advisors told us to ship and fix the product later.”
What do we really know about startup acceleration mentoring?
Investors treat ‘startup founders entrepreneurial inexperience’ as an occupational hazard. Accelerators ‘parachute-in’ entrepreneurial experience in the form of ‘startup acceleration mentors’. Isn’t it time to ask some big questions about this?
What’s it like when outside the box is inside the box?
Intrapreneurship is not for the fainthearted. Inside established organisations, officially-sanctioned bastions of executive dragon slaying can sometimes be found, filled with fearless risk-takers discretely licensed to systematically shred the company rulebook in their tireless search for innovation
The iij Top 20 upcoming startup books, fall 2011
The range of startup titles has expanded dramatically this year, and whatever economic surprises may be in store for us in 2012, this particular sector is looking unstoppable.
Steve Blank feels immigration can build Silicon Valleys everywhere
“What do you want to do here?” Get a job. “Sorry, but you’ll need to go straight back home right now, next please. So, what do you want to do here?” Start a business, employ people “Great! please sit over there with the others”
Founderpreneurs and funderpreneurs
Fred Wilson (the VC world’s leading blogger) makes an insightful comparison between first time and serial entrepreneurs. I was thinking through the ‘who do you go to?’ question
No potential startup founder left behind
It looks like the enviable track record of startup accelerators like TechStars and Y Combinator derives from identifying something you might call ‘Foundational Capability’ as the basis for startup success, but there is a dark side
Angels teach Venture Capitalists how to accelerate startups
The new breed of angels: as much ‘startup coentrepreneurs’ as they are investors. Executive control, once obligatory, now seen as a liability, is being replaced with new brands of investor offerings which minimise dilution and instead creatively collaborate to facilitate leanness and opportunistic market agility. VCs are keenly studying this new wizardry
Disruption contained: preventing self-inflicted innovation wounds
You’ve got a revolutionary product and a choice of innovation strategies: trying to do everything you do ‘in the spirit of innovation’ or to run an otherwise traditional business, limiting additional risk: are both options misguided?