Entrepreneurs in Residence Program
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Patrick F. Leahy
Patrick F. Leahy Imstallation Address | September 15, 2012 Chairman Miller, other members of the Board of Trustees, Mayor Leighton, Senator Yudichak, Past Presidents of Wilkes, delegates from other higher education institutions, delegates from each and ev- ery Wilkes class since 1947 – including our current state representative, Eddie Day Pashinski, from the class of 1967 – faculty, staff, students, friends. Good morning and welcome to the Diamond City of Wilkes-Barre, PA and to this special gathering of its very own Wilkes University. I am pleased and humbled to have all of you here, especially those of you who traveled some distance to be here today. It means a great deal to Wilkes University and to me. Thank you very much. Let me also thank in a special way my greeters – colleagues and friends all – for their kind words of support. Before I go any further, I would like to take this opportunity to introduce my family who is here today. First, please welcome my beautiful wife of 17 years, Amy. Amy agreed to pick up and move to Northeast Pennsyl- vania eight years ago so I could pursue a dream to work in higher education. I probably shouldn’t state this so publicly, but I owe you. Next, I am pleased to have here today the part of my life of which I am most proud, my children: my girls – Grace and Molly – and my boys – Jack and Brian. Molly, my 11 year old, took me aside this summer and told me: “Dad, I would like to be known as the “president’s daughter.” What about Grace I asked? “She can be known as the president’s daughter’s sister.” I am thrilled to have both of them here. -
Why Did “We” Not Work?
LANGEVOORT.PRINTER.UPDATED (DO NOT DELETE) 7/18/2021 5:50 PM Corporate Adolescence: Why Did “We” Not Work? * Donald C. Langevoort and Hillary A. Sale In academic and public commentary, entrepreneurial finance is usually portrayed as a quintessential American success story, an institutional structure whereby expert venture capitalists with strong reputational incentives channel much-needed equity to deserving entrepreneurs, then subject them to intense monitoring to assure they stay on the path to hoped- for success in the form of an initial public offering or public company acquisition.1 Thus, it is jarring that in recent years there have been so many troubles, from gross embarrassments to allegations of outright criminality, at companies like Uber, Theranos, and our subject here, WeWork. These dramas are often portrayed in terms of the predictable sins of youthfulness: reckless, disruptive, risk-taking behaviors that come from the volatile interaction of a charismatic young leader and a cult(ure) of STEM-smart followers who buy into the dream.2 * The authors thank Craig Lewis, Sharon Nellis, and Elizabeth Pollman for their helpful comments and Olivia Brown, Samantha Glazer, Hollie Chenault, Claire Creighton, Jing Xu, and Michael Marcus for their research, insights, and good humor. 1. E.g., Bernard S. Black & Ronald J. Gilson, Venture Capital and the Structure of Capital Markets, 47 J. FIN. ECON. 243 (1998). 2. See generally JOHN CARREYROU, BAD BLOOD: SECRETS AND LIES IN A SILICON VALLEY STARTUP (2018) (discussing the Theranos scandal -
2.3 Venture Capital 16
POLITECNICO DI TORINO Corso di Laurea Magistrale in Ingegneria Gestionale (Engineering and Management) Tesi di Laurea Magistrale The Startup journey through a case study: Amazon Relatore Candidato Prof.ssa Elisa Ughetto Nicole Maria Zanon Matricola: 262838 Anno accademico 2020/2021 “A mia mamma, grazie alla quale sono la persona che sono e alla quale posso dire solo un sincero grazie” 1 Index Page Abstract 3 Chapter 1 1.1 What is a startup? 4 1.2 Funding and evaluation method of a start up 5 1.3 Types of startups 8 1.4 Strategy of startups 10 Chapter 2 2.1 The role of investors 13 2.2 Business Angel 13 2.3 Venture Capital 16 Chapter 3 3.1 Startup in Italy 19 3.2 The Italian context 21 3.3 The business ecosystem in Italy 24 Chapter 4: The Amazon Case 4.1 The Amazon’s story 27 4.2 The success of Amazon 31 4.3 Amazon and its long-term strategy 32 4.4 Amazon in Italy 35 4.5 The achievements of Amazon 37 4.6 Amazon's failures 38 4.7 Amazon and strategies against COVID-19 40 Conclusions 42 References 43 2 Abstract That of Startup is a little-known topic, to which sometimes is not given enough importance. However, the study found that they are a first step in developing new businesses, with the aim of growing more and more. Precisely for this reason, the Amazon case was addressed in the dissertation, born just as a startup inside a garage, it shows how a firm born as start-up can grow over the years and achieve significant goals after years. -
The Impact of Lean Startup Theory Upon Local Business Entrepreneurs
University of the Incarnate Word The Athenaeum Theses & Dissertations 12-2017 The Impact of Lean Startup Theory Upon Local Business Entrepreneurs Gary Boyd University of the Incarnate Word, [email protected] Follow this and additional works at: https://athenaeum.uiw.edu/uiw_etds Part of the Business Commons Recommended Citation Boyd, Gary, "The Impact of Lean Startup Theory Upon Local Business Entrepreneurs" (2017). Theses & Dissertations. 322. https://athenaeum.uiw.edu/uiw_etds/322 This Dissertation is brought to you for free and open access by The Athenaeum. It has been accepted for inclusion in Theses & Dissertations by an authorized administrator of The Athenaeum. For more information, please contact [email protected]. THE IMPACT OF LEAN STARTUP THEORY UPON LOCAL BUSINESS ENTREPRENEURS by GARY W. BOYD A DISSERTATION Presented to the Faculty of the University of the Incarnate Word in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY UNIVERSITY OF THE INCARNATE WORD December 2017 ii Copyright by Gary W. Boyd 2017 iii ACKNOWLEDGMENTS I believe that personal accomplishment of any value happens in part because that lead person had a great many collaborators in success. It is certainly the case here. I wish to acknowledge a few of those helpers and sustainers here. First, to my dissertation committee, I express my heartfelt thanks for your input and guidance. My chair, Dr. Noah Kasraie, has been an unwavering guide, a strong support, and a great teacher to me all throughout this doctoral process. To Dr. Sarah Jackson and Dr. Robin Guerrero, I sincerely appreciate your insights, suggestions, and help as committee members. -
News [email protected]
Contact: Debbie Goldberg Director of Media Relations 215-9512718 News [email protected] Steve Blank, entrepreneur, educator and author, to speak at Philadelphia University’s Commencement on Sunday, May 15 at the Mann Center for the Performing Arts Tomio Taki, a leader in textile and apparel manufacturing, also will be awarded the honorary degree Doctor of Humane Letters PHILADELPHIA, April 13, 2011 – Steven G. Blank, an award-winning educator, author and entrepreneur, will speak at Philadelphia University’s Commencement on Sunday, May 15, at 11 a.m. at the Mann Center for the Performing Arts. He will be awarded the honorary degree Doctor of Humane Letters. Tomio Taki, a leader in textile and apparel manufacturing whose company at one time owned designer firms Anne Klein & Company and The Donna Karan Company, also will be honored with the honorary Doctor of Humane Letters. A serial entrepreneur, Blank has founded eight companies involving software development, workstation development, computer peripherals, military intelligence systems, semiconductors and video game development. The firms include E.piphany, MIPS Computers, Convergent Technologies, ESL and Rocket Science Games. Blank teaches at Stanford University’s School of Engineering, the University of California-Berkeley Haas School of Business and the UC-Berkeley/Columbia University Joint Executive MBA program. He recently authored Four Steps to the Epiphany, a comprehensive resource for new and seasoned entrepreneurs, and writes a widely read blog on topics ranging from education to entrepreneurship. ―Steve Blank’s success as an entrepreneur and educator makes him a perfect role model for Philadelphia University’s graduates, who are entering a world in which they will need to work across disciplines and apply their knowledge in creative and innovative ways to come up with solutions to complex problems,‖ said Philadelphia University President Stephen Spinelli Jr. -
Christopher S. Elmendorf Academic and Related Appointments Education
Christopher S. Elmendorf UC Davis School of Law 400 Mrak Hall Drive Davis, CA 95616 [email protected] 530-752-5756 (office); 415-385-5781 (cell); 530-754-5311 (fax) Academic and Related Appointments University of California, Davis, School of Law. Martin Luther King, Jr. Professor of Law (July 2016- present); Professor of Law (July 2007 – June 2016); Acting Professor of Law (Jan. 2004 - June 2007). University of California, Berkeley. Faculty affiliate, Center for Study of Law and Society & Institute for Governmental Studies, June 2013-July 2014. UC Hastings College of the Law, Visiting Professor, Fall 2011 (lateral offer declined). Judge Guido Calabresi, United States Court of Appeals for the Second Circuit. Law Clerk, 2002-03. Political Economy Research Center & National Wildlife Federation. Joint Research Fellow, 2001-02. Education Postgraduate Training in Empirical Methods. During my 2013-14 sabbatical, I audited and completed all problem sets for the following graduate courses at UC Berkeley. ◦ Stat. 239A/Pol.Sci. 236A: Statistics of Causal Inference (Sekhon) ◦ Pol.Sci. 236B: Quantitative Methodology in Social Sciences Seminar (Sekhon) ◦ Pol.Sci. 231A: Quantitative Analysis in Political Research (Gailmard) ◦ Law 209.32: Intermediate Statistics (Quinn) Yale Law School. JD, 2001. ◦ Yale Law Journal ◦ Coker Teaching Fellow ◦ Olin Fellow in Law and Economics Oberlin College. BA with Highest Honors in Economics, 1994. ◦ Majors: Economics and Environmental Studies ◦ Distinctions: Joel Deal Award (for the top graduating student in economics); Phi Beta Kappa (junior-year inductee); Wilkens Scholarship (for the top social science student in the junior class); Jesse Phillips Prize (for the top economics student in the junior class); Harry S. -
The Global Startup Ecosystem Ranking 2015
The Global* Startup Ecosystem with Foreword by Steve Blank from The Startup Ecosystem Report Series by Compass.co (formerly Startup Genome) Ranking 2015 with the support of Crunchbase *excluding China, South Korea and Japan August 2015 Version 1.2 2 Contents 3 Foreword 112 Torontoindings Mene, mene, tekel, upharsin - The Writing is On the Wall 117 Vancouverndings About Compass 122 Amsterdamngs Compass.co (formerly Startup Genome) 5 Startup Revolution Series 127 Montreal gs 6 The Great Transition: Industrial to Information Revolution 132 Feature: Hong Kong We came together for one reason: 8 The Decline of the Blue Chip 134 Feature: Kuala Lumpur To radically improve the success rate of businesses. 12 The Rise of the Startup 139 Feature: Ecosystem Canvas With 34,000 signups, Compass is the leading solution for 16 The Critical Role of the Startup Ecosystem cted Findings automated management reports and benchmarks for small and medium-sized online businesses. 19 Introduction 142 Methodology 143 Overview 22 The Global Startup Ecosystem Ranking Compass is made for executives who seek visibility on how 143 1. Stakeholder Objectives to improve their ROI without having to rely on analysts or 28 Top 20 Deep Dives 143 2. Data Sources consultants. Compass automatically prepares best- practice 143 3. Definitions Used reports and benchmarks for your weekly and monthly business 32 Silicon Valley 143 4. Ranking Methodology meetings. 37 New York lected Findings 144 5. Changes from 2012 42 Los Angeles Se #lected Findings 144 6. Index Details You get your first interactive report in less than 2 minutes after 47 Boston elected Findings 145 7. -
METCA Waybill
We have just completed a successful collaboration with President’s Message PBS station WNJN. Mario Ciliotta is working to bring this Waybill to you. We have a mini-met coming up. And check “Big Fires Start Small” out the NEW METCA Division cars in this issue! We are That small fire started for me in 2004. I’d decided to exploring the possibility of being the first group ever to run expand my circle of ‘O’ gauge friends. Joining the TCA’s trains under the Rockefeller Center Christmas Tree. None of online discussion group, the TTML, former National TCA this is possible without volunteers who believe that THIS President Gordon Wilson and I got into an online debate division is important to the toy train hobby, and that they about the necessity of the ‘two signature’ rule (I’m for it). personally can make a difference. They have, because we From there we’ve developed a great friendship. I’m proud to have ideas that need even more volunteers to help make these call him my mentor. I also joined the METCA BOD at the dreams happen. For example, how about METCA’s first- end of that year. ever sponsorship of a TCA National Convention?. Seeing a need to ‘punch up’ the METCA shows, I went to None of this is possible unless YOU step forward with Allentown’s “Spring Thaw” Meet with the idea of asking a YOUR ideas. That’s what I did and that’s what your manufacturer or two to attend a METCA show. Arriving at METCA Directors want you to do, too! the Weaver booth, and not knowing just exactly with whom I One can blow out the flame of a candle; one cannot blow was speaking, I asked the fellow there if they’d be interested out the flames of a forest fire. -
Rnmvfrsrry Issuf
RnmVfRSRRY ISSUf v Vol. XL~ NO.~)..? GEORGETOWN UNIVERSITY. WASHINGTON, D. C. Friday. May 15. 1964 Extravagant Festivities StorteA-BIIIIDutll~s College's Junior Prom Crellte Compus PIIRIC; ••• .Highlight Senior Week Nostosi SlIves tile Doy To Be University Wide The Anniversary Ball will A rousing time coupled with a wee bit of solemnity will be held tomorrow night from be the tone of Senior Week which will run from June 3 to 9 p.m. to 1 a.m. in two ball June 8. To get the group in the swing of things, on Wednes i rooms at the Sheraton-Park I day the College will have a stag party at Ferguson's Farm in Hotel off Connecticut Avenue. I Maryland, which will attract most of the class. The food and A slight difficulty arose last I beer will be free and bus transportation will be provided. week when more tickets were sold I Not getting a chance to re- than the main ballroom of the hotel I cover, the College seniors will could accommodate. However, Mr. EC Juniors Probe Donald Buckner and Nick Nastasi, have a boat ride the next day representing the Anniversary Ball For General Tempo with Phil Flowers and his Committee were able to secure an additional, smaller room adjacent Of Student Feeling band. providing ~he music. to the Grand Ballroom to seat an WIth the arrIval of the additional limited number of at Members of the junior class parents of Friday, social activities tendants. of the East Campus have been will calm down for a formal dance Dulce circulating questionnaires cov to be held on Copley Lawn. -
Why Did “We” Not Work?
Georgetown University Law Center Scholarship @ GEORGETOWN LAW 2021 Corporate Adolescence: Why Did “We” Not Work? Donald C. Langevoort Georgetown University Law Center, [email protected] Hillary A. Sale Georgetown University Law Center, [email protected] This paper can be downloaded free of charge from: https://scholarship.law.georgetown.edu/facpub/2343 https://ssrn.com/abstract=3762718 This open-access article is brought to you by the Georgetown Law Library. Posted with permission of the author. Follow this and additional works at: https://scholarship.law.georgetown.edu/facpub Part of the Business Organizations Law Commons Corporate Adolescence: Why Did “We” Not Work? Donald C. Langevoort & Hillary A. Sale* In academic and public commentary, entrepreneurial finance is usually portrayed as a quintessential American success story, an institutional structure whereby expert venture capitalists with strong reputational incentives channel much-needed equity to deserving entrepreneurs, then subject them to intense monitoring to assure they stay on the path to hoped-for success in the form of an initial public offering or public company acquisition.1 Thus, it is jarring that in recent years there have been so many troubles, from gross embarrassments to allegations of outright criminality, at companies like Uber, Theranos, and our subject here, WeWork. These dramas are often portrayed in terms of the predictable sins of youthfulness: reckless, disruptive, risk-taking behaviors that come from the volatile interaction of a charismatic young leader and a cult(ure) of STEM-smart followers who buy into the dream.2 * The authors thank Olivia Brown, Samantha Glazer, Hollie Chenault, Claire Creighton, Jing Xu, and Michael Marcus for their research, insights, and good humor. -
Lean Launchpad Evidence-Based Entrepreneurship™ Educators Guide
Lean LaunchPad Evidence-Based Entrepreneurship™ Educators Guide Steve Blank, Jerry Engel, Jim Hornthal November 2014 | 6th Edition Preface Purpose The goal of this document is to give you the theory of why we created the Lean LaunchPad class and the practice of how we have run it. However, it is neither a guide nor a cookbook for a class. As educators, we expect you to adapt the class to your own school and curriculum as appropriate. Scope The Lean LaunchPad class was developed primarily from graduate level experience at several of the nation’s leading universities. It’s been taught both in engineering and business schools, as well as to post-graduate teams under the National Science Foundation program. However, we believe the methodology has broader applicability, and it is being adapted for use in undergraduate programs. Focus The focus of the Lean LaunchPad class has primarily been on scalable startups, often tech- based; however, initial indications are that the approach is generalizable and can embrace the challenges faced by small and medium-sized businesses, as well as new ventures in large corporations. Acknowledgements The Lean LaunchPad was first taught at Stanford University as part of the Stanford Technology Ventures Program. Hats off to Kathy Eisenhardt and Tom Byers, who gave us the freedom to invent and teach the class. The class would not have been possible without the two VCs who volunteered their time to teach this Stanford class with me: Jon Feiber of Mohr Davidow Ventures and Ann Miura-Ko of Floodgate. Lisa Forssell taught the "how to present" class and Thomas Haymore was an indefatigable Teaching Assistant. -
Spring 2009 MBA 295F Syllabus Rev 4
University of California at Berkeley - Haas School of Business MBA 295F & EMBA 295F The Customer Development Process in High Tech: Sales, Marketing & Business Development in a Startup Instructor: Steve Blank Date: Tuesdays 6-8pm Room: C220 Haas Prerequisite(s): Passion, Creativity and Resilience Class Format: Lecture/Guests Units of Credit: 2 Purpose of the Course This course is about how to build a “Lean Startup” and successfully organize sales, marketing and business development, with particular emphasis on high technology companies, by using the “Customer Development” methodology. Its premise is that startups are not smaller versions of large companies. Instead early stage ventures require their own tools and techniques. For the purpose of this course, a “startup” can either be a new venture, or an existing company entering a new market. Both must solve a common set of issues: Where is our market? Who are our customers? How do we build the right team? How do we scale sales? The class will cover the four steps of Customer Development; Customer Discovery - understanding customer problems and needs, Customer Validation - developing a sales model that can be replicated, Customer Creation - creating and driving end user demand, and Company Building - transitioning the organization from learning and discovery to a well oiled machine engineered for execution. The key points of this Customer Development class are: 1. Get out of the building. Very few technology startups fail for lack of technology. They almost always fail for lack of customers. Yet surprisingly few companies take the basic step of attempting to learn about their customers (or potential customers) until it is too late - it's just so easy to focus on product and technology instead.