Women on Corporate Boards Bring More Aggressive Action

It’s hardly news that there is a huge gender gap at the top of the private sector. Women make up just 16.6 percent of corporate board officers at Fortune 500 companies. Yet there’s increasing evidence that the companies that haven’t yet caught up to the 21st century suffer for their lack of diversity. A question remains: why exactly?

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The Future of Corporate Innovation and Entrepreneurship

Almost every large company understands it needs to build an organization that deals with the ever-increasing external forces of continuous disruption, the need for continuous innovation, globalization and regulation.

But there is no standard strategy and structure for creating corporate innovation.

We outline the strategy problem in this post and will propose some specific organizational suggestions in follow-on posts.

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Lessons Learned

  • Continuous disruption will be the norm for corporations in the 21st century
  • Continuous innovation – in the form of new businesses-  will be the path for long term corporate survival
  • Current corporate organizational models are inadequate for the task

Open Source Entrepreneurship

Steven Blanks, pappa till ”Customer Development” och författare till ”Fours Steps To Epiphany”, är en av våra husgurus inom området kunddriven affärs- och produktutveckling. Han har en egen blog där han skriver om sin filosofi, sina erfarenheter och tips för entreprenörer. Nu delar han med sig av sitt livslånga entreprenörskap – missa inte det! Läs mer här.

Why Too Many Startups Suck

By Bob Dorf, co-author to ”Startup Owner’s Manual”

While statistics are weak on startup success rates, the worst one I’ve seen suggests that 2 in 1000 venture backed startups will ever achieve $100-million or more in valuation. Another stat puts that number at 2% rather than 0.2%.  Either way, the “hurdle” for successful, scalable startups is high, and it gets higher every day as customer acquisition challenges continue to increase.

I’ve spent more than four decades founding, coaching, teaching and investing in startups, and nothing breaks my heart more than meeting a starry-eyed founder who says “we’re almost ready to show it to people.”  The “it” is a physical or web product they’ve often been locked-down, pounding away at, for many weeks.

In my view, this is the nastiest of all startup sins: failing to involve customers and their feedback from literally the first day of a startup’s life, keeping the most vital opinions silent—those of the eventual customers—for far longer than necessary.

When I hear this comment, as I do far too often, I switch to pleading mode: “Please.  Take a week. Get some feedback. Does anybody really care, or are they giving you polite nods and little more.  This generally leads to the second biggest reason too many startups suck: they’re solving a non-problem. Read the rest of the article