Why are your top performers starting to leave? Do NOT read this article if you are building a commodity based business. If, however, you are establishing a dynamic, visionary organization…
How to Build a Winning Team
How to Create a Strategy, Vision and Mission
How to Create an Advisory Board
How to Get Funding
How to Improve Your Company
How to Improve Your Pitch
How to Start Your Company
Entrepreneurial Ecosystem Spotlight
Startup Accelerator Spotlight
Startup Investor Spotlight
Business Startup Spotlight
Entrepreneur Events Spotlight
University Entrepreneurial Program Spotlight
Women Entrepreneurs Spotlight
Since the business side of my world is focused on entrepreneurialism and business growth, so is my new year reading list.
While there is no formalized list of “Thou Shall Not” items for start-ups seeking funding similar to the Ten Commandments, if there were, Thou Shall Not encumber your balance sheet with debt, would certainly make the list.
There has been a trend to try to create one overarching company mission statement. However, they often become “wall art” hanging in the office of little practical use in operating the company.
Every company is composed of individuals with different skill sets and has different roles that must be filled in order to succeed.
Some entrepreneurs fail to leverage the knowledge and experiences of others by failing to create advisory boards. These boards are a critical component required to scale strong entrepreneurial opportunities.
There are many ways for a startup to fail. Some factors, like regulatory changes or input cost increases, are beyond the founder’s control. However, there are three significant actions that entrepreneurs are often guilty of that can kill your company as fast as anything.
There are many motives to start a business. In a market system at its simplest form, the purpose of a business is to make money. However, you must never forget your “raison d’être,” your company’s real reason for being.
How do we get there? Remember that your organization’s vision is the destination.
Advisory Board compensation is an important consideration. How much is right? Does this change over time? Is there a vesting period?