Published by:
Harvard Business Publishing
Length: 4 pages
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Abstract
A leading venture capitalist--who looks at people, particularly financial people, rather than at the financial projections in business plans--sets forth his beliefs as to how entrepreneurs can create successful, thriving enterprises. They must be brutally honest with themselves, accepting bad news and staying on top of disappointing developments. At the same time, they must believe in their ideas; understand how vital good management is to their company; if they can''t provide it themselves, bring the right person in; be skilled managers who can be tough-minded with themselves and their team, can say "no," and ideally, are well versed in the technology on which the company is based.
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Abstract
A leading venture capitalist--who looks at people, particularly financial people, rather than at the financial projections in business plans--sets forth his beliefs as to how entrepreneurs can create successful, thriving enterprises. They must be brutally honest with themselves, accepting bad news and staying on top of disappointing developments. At the same time, they must believe in their ideas; understand how vital good management is to their company; if they can''t provide it themselves, bring the right person in; be skilled managers who can be tough-minded with themselves and their team, can say "no," and ideally, are well versed in the technology on which the company is based.