In this Innovation Ecosystem podcast, Dr. Jessica Flechtner of Genocea Biosciences discusses her journey progressing the company from startup to going public. Learn from Jessica’s journey and rationale for joining an innovative biosciences startup despite her illustrious research career; her key role in bringing a company from the acquisition of venture capital funding through to going public in year and how she and the Genocea team create a culture of discussing failure and celebrating success that helps them maintain their competitive edge in an ever-changing and demanding pharmaceutical industry.
This year’s Management Innovator Award was won by a team of experimenters for their unconventional approach to organizational governance. The Budapest-based Society of Management Innovators announced the results of the international competition on December 16th, 2016.
Retired serial entrepreneur and educator Steve Blank traces the origin of technology startups and venture capital in Silicon Valley. An adjunct professor in Stanford’s School of Engineering, Blank talks about how the very first semiconductor business in the valley spawned 65 other chip companies over the next 20 years. The increased activity and a loosening of financial regulations subsequently led to the birth of venture capital, according to Blank.
Mike Maples Jr., co-founder of venture capital firm Floodgate, explains how three laws of exponential growth favor tech entrepreneurs: Moore’s law ensures products will possess unprecedented computing power; Metcalfe’s law of network effects compounds the number of users; and the “power law” shows that top performers can achieve runaway success if they get everything right.
Fast entrepreneurship runs on adrenaline-infused quick returns and quick failures, burning through long nights of brainstorms and coding. It is exciting in its own right, but appropriate only for specific ventures. Slow Entrepreneurship treasures human relationships, health, and sanity, and strives for the good life. The vision for Slow Entrepreneurship is that by going through a learning program with the right mentoring and guidance, almost everybody with dedication will bring their project to fruition.
Although plagued with mixed opinions that are influenced by mythology surrounding the investment industry, corporate venturing is finally resurfacing as an important component of the corporate innovation toolbox. As companies reassess the contribution that corporate venturing can make to their innovation objectives, it is critical that the fundamentals of corporate venturing are understood. This article addresses a number of important points to consider when applying corporate venturing in a global innovation strategy.
The new corporate venturing adapts open innovation tools to ensure that the created future options can be realized. Proven open innovation practices, such as challenge diffusion or RFPs, stealth scouting and ecosystem landscaping, are very amenable to successful corporate venture portfolio building. In this IM Channel One Expert Roundtable Discussion we heard from corporate venturing leaders how they view the future of corporate venturing and how they see the way open innovation can and will contribute to their corporate venturing activities and global innovation strategy.
Enterprise business buyers fundamentally demand choice, says Cindy Padnos, managing partner of Illuminate Ventures. According to Padnos, this insight, along with thorough data, support her firm’s passion for focusing on investments in enterprise software and cloud computing, instead of in the consumer internet space.
Corporate venturing is becoming an important tool for big companies to complement internally driven innovation activities. However, becoming a serious player in corporate venturing requires governance principles and creates cultural dynamics which do not fit into existing corporate environment easily. This article discusses those challenges in detail and suggests ways how to deal with them.
Risk management can provide visibility, analytical insights and governance that can help companies better manage and optimize their innovation portfolio. In this article Adi Alon and Ken Hooper look at learnings from the VC industry and risk management practices to provide three principles that can drive higher return from an innovation investment.
Kick in the door when it opens, says Mari Baker, CEO of PlayFirst, on her former affiliation with VC firm Kleiner Perkins. She transitioned from her executive roll at BabyCetner and soon sat in on pitch meetings, reviewing the portfolios of numerous start-up companies. Along the way, she took on an appreciation for the difficult choices made by venture capitalists. The experience taught her to be more thoughtful of approaching firms for future capital. It also solidified her understanding that being funded is more than just asking for cash; it’s establishing a long-term relationship between the company and its funders.
Geoff Yang, founding partner at Redpoint Ventures, lays out measures he uses to identify and define attractive markets to enter. These measures include finding opportunities that are standing in “the path of progress,” or that will change the economics of a current solution.
Nearly $1.5 billion was raised for over a million different campaigns around the world last year by 452 different crowdfunding sites, according to a recent industry report from research firm Massolution. That number is expected to grow exponentially once US regulators approve a recently-passed law that allows regular people to buy stock in a startup company using crowdfunding.
Thuuz Co-Founder and CEO Warren Packard appreciates how uncertainty is a constant force in the lives of entrepreneurs. Sharing stories from his career as an entrepreneur and venture capitalist, Packard captures how life is a series of decisions made without complete information. He also addresses how his current venture approaches issues of funding and strategic partnerships.
Can non-industry specific IP funds help to push the innovation envelope? Can we bridge the gap between industries and geographies to provide a systematic breeding place for forward-thinking inventions? Gunjan Bhardwaj explores.