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Hello incoming altMBA students! Congratulations on adding your name to the small but growing list of people who have decided to “leap” (as Seth likes to say) – to make the change you dream to make in your lives. Throughout the past month, as a member of the inaugural class of altMBA, I’ve felt extremely challenged at times, emotionally bare, getting the metaphorical crap kicked out of me by our latest prompt or challenge, and conflicted by what is comfortable and reliable (and boring and monotonous), and what is passionate and inspiring (and scary as sh*t). If I were Jack’s electric medulla oblongata, I would tell you that there are 3 real rules of altMBA, while on the altMBA site you will discover there are two core principles to the program. You will learn two are crucial: Often we forget to frame what we want to really achieve in our innovation activity, instead we simply dive in and start innovating. I believe until we know what solutions we feel we need or the market wants, we will more often than not, end up disappointed in our innovation solutions. Simply generating ideas, for ideas sake, just does not cut it at all. In recent years our innovation understanding and its management have significantly changed, due to numerous factors that have been happening. These have been advances in technology, methodology or design- thinking and we do need to stop and think about how we could do ‘things’ differently by asking “what is possible?” This should be asked not just on each occasion of an innovation concept design but within the total innovation system we are presently operating under.

Private Equity and the CEO: Partners in the Quest for Value Private Equity, People & Organization SHARE mail Share on facebook Share on twitter Share on google_plusone_shareShare on linkedin Private Equity and the CEO: Partners in the Quest for Value Add To Interests SAVE CONTENT PRINT PDF Increase font size Related Articles Communication Framework for Change Agents Change agents and their ideas are the life force of organizations. Innovation of all kinds is essential for organizations to grow and thrive; in fact, organizations that can more easily respond to new facts and conditions have a great advantage. In their book Super-Flexibility for Knowledge Enterprises, UC Berkeley’s Dr. Homa Bahrami and Carnegie Mellon’s Dr.

The analysts at Venture Scanner provide coverage of different sectors and the companies within them. Here is a summary of some of the sectors that we are covering and their respective visual maps. To see the full list of companies, contact us using the form on www.venturescanner.com. 1. 3D Printing: 9 Categories, 239 Companies, $411 Million in Funding What Airbnb, Uber, and Alibaba Have in Common When Facebook acquired the messaging service WhatsApp for $19 billion in the spring of 2014, the question on everyone’s mind was, does the service really merit a valuation of almost 20 times projected revenues? WhatApp’s valuation may be extreme, but huge gaps between revenues and valuation are increasingly common. Cloud-based sharing service Dropbox received venture capital funding at a valuation of $10 billion, or 40 times revenues. Airbnb.com raised funding at a valuation of $10 billion, which would make it worth nearly 20 times its revenues — and worth more than Hyatt Hotels or Wyndham Worldwide. Taxi-replacement service Uber is currently raising funding and is expected to see a valuation of $30 billion, estimated to be more than 15 times revenues.

Over the last six months we have witnessed a surge in mobile apps designed for business users. In connection with a recent Emergence event dedicated to the entrepreneurs building these apps, we updated our Mobile Business App Landscape. Back in May, we had 90 companies on the on the landscape. Today we have over 150. We are excited to share the latest version: The changes we’ve seen in the mobile business app market over the past six months fall into three key areas: Enabling versus Controlling by Andrei Hagiu, Julian Wright Andrei Hagiu Harvard Business School - Strategy Unit Julian Wright Introducing the Updated Community Skills Framework By Ted McEnroe, Head of Research, The Community Roundtable What do you say when you’re asked to describe what you do as a community professional? I’m betting it’s not an easy question to answer – particularly when it comes from Aunt Betty at the Thanksgiving table. What about when you try to explain how overwhelmed you are to your manager – or your HR department?

Business begins with value creation. It is the purpose of the institution: to create and deliver value in an efficient enough way that it will generate profit after cost. Because value creation is the starting point for all businesses, successful or not, it’s a fundamental concept to understand. Here’s what is to come in this collection of wisdom about value creation: Definition of Value, and how it can be createdEvolution of value creation through history, and in the futureHow value can be measured and managed Steve Blank Books for Startups See the “Startup Tools” Tab for Tools and Blogs. For Books on Silicon Valley History see here Free Harvard Business Review article here Entrepreneurial Management StackOver the last few years we’ve discovered that startups are not smaller versions of large companies. The skills founders need are not covered by traditional books for MBA’s and large company managers. There are now a few books that specifically address founders needs.

We tend to put great emphasis on leadership skills and ways we can learn and build them (and spend a ton of money on professional development each year, too). But if you really want to inspire the people around you, you need to focus on developing the characteristics that make you a standout leader. In fact, there are 33 characteristics employees find most inspiring about their colleagues and managers, according to new research conducted over three years by Mark Horwitch and Meredith Whipple Callahan at Bain & Co. Out of those findings, they came up with four groups of characteristics, based on the types of interactions they’re most closely associated with: