Group items tagged

"Branding as the road to riches The new tech economy, then, is not necessarily about building new technology. It is about capturing a sector with good branding, pots of money to fund growth, and the network effects to spur growth and retention. Holmes argues that half of the value of a company such as Google lies in its brand, in people instinctively thinking of Google when they want to search for something. It is the same for Facebook and social; Amazon and online shopping; and perhaps one day Uber and transportation."

"The authors' work studying leadership over the past six years has led them to develop a framework of distributed leadership. Within that model, leadership consists of four capabilities: sensemaking, relating, "visioning," and inventing. Sensemaking involves understanding and mapping the context in which a company and its people operate. A leader skilled in this area can quickly identify the complexities of a given situation and explain them to others. The second capability, relating, means being able to build trusting relationships with others through inquiring (listening with intention), advocating (explaining one's own point of view), and connecting (establishing a network of allies who can help a leader accomplish his or her goals). Visioning, the third capability, means coming up with a compelling image of the future. It is a collaborative process that articulates what the members of an organization want to create. Finally, inventing involves developing new ways to bring that vision to life."

"A thinking human's tool kit must contain the six Ws and one H, with which there is not a question one cannot ask. What comes first followed by Why, When, Where, Which, Who and then lastly and lastly only How Good trouble shooters and seasoned detectives, surely Sherlock Holmes and his ilk and perhaps even Lord Siva relied on this powerful basket of questions. "Ask, and it shall be given you; seek, and ye shall find; knock, and it shall be opened unto you" NT Mathew 7.7. The problem is that we have not been taught How (repeat HOW) to ask the right question and that where the six Ws come into play:"

"One of the things I learned early in my work as a professional investor is that the world is literally awash in capital. There is so much money seeking return - from traditional mutual funds and university endowments, to family offices and family foundations, to Middle Eastern sovereign wealth funds and developing-world oligarchs with global investment appetites - that there simply aren't enough places for it all to flow. Further, because these pools of capital are so large, managers need to deploy capital in large increments simply to make it feasible to manage and track their portfolios."

Individuals engaged in mass collaboration in Wikipedia may join to work recurrently with the same partners. It may well be that a significant portion of Wikipedia content is produced this way. Therefore, it is important to study how such groups emerge. In this paper, we argue how such recurrence may involve identity work that creates a sense of 'we-ness.' We provide a case from Wikipedia, focusing on how individual Wikipedians came together to work on a collaborative Feature Article task. Furthermore, the same people came together in other content collaborations, and they identified themselves as a group. The findings suggest that identity work can bridge mass collaborations to the emergence of smaller-scale sustained groups. Our theoretical contribution brings together research streams on mass collaboration, group dynamics, and identity. This offers interesting pathways for further research.

""No company ever downsized its way to greatness.""

"The direct sponsor does all the leg work, doing the hard and tedious task of sorting wheat from chaff. Statistics I've seen suggest that something like 2 out of 3,000 deals that a funded sponsor looks at will be funded. I don't have numbers on fundless sponsors, but it has to be worse.  That's a lot of chaff.  A"

CrunchBase is used by millions of consumers, analysts, and investors every month to track what's happening in the fast-paced world of tech startups, and we're growing. The key to our continued success is building a robust and scalable system that can capture and reflect the complex relationships amongst participants in the industry. Right now, we have the unique opportunity to technically and experientially "reboot", taking all the lessons of running CrunchBase up to this point and build a brand new CrunchBase from the ground up. Sound exciting? It does to us.

"In recent years, growth equity has become its own asset class and is actively followed and monitored by investors. Growth equity enjoys the benefits of investing slightly later down the road in the growth of technology companies, thereby reducing the risk of future financing rounds, while at the same time avoiding the seniority of leverage utilized by private equity firms. The risk-adjusted results of this asset class indicate that better returns can be generated with lower associated risk."

"Way before thinking about an exit strategy, great entrepreneurs tend to focus on building something that increases in value every year. They work tirelessly to create something relevant that can scale. Their mindset is bent on taking the company as far as it can go for as long as possible."

Not the vision of the individual, but rather the shared vision of the community. A desire to learn, to make a difference, a desire to share ideas and do something worthwhile. We come together in these spaces because of the vision, to be inspired by others, as well as to offer inspiration ourselves. It's also about our field of vision being wider with more eyes: more people bringing a wider range of experience, a wider range of sources, creating more wisdom and meaning. The breadth and differences within community make it stronger. Vision inspires us.