Both Sides of the Table

SEPTEMBER 10, 2021

The world around us is being disrupted by the acceleration of technology into more industries and more consumer applications. In 2001 companies IPO’d very quickly if they were working, by 2011 IPOs had slowed down to the point that in 2013 Aileen Lee of Cowboy Ventures astutely called billion-dollar outcomes “unicorns.”

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Feedough

SEPTEMBER 30, 2020

Today, disruption is rather slow-paced. Startups are known to disrupt the markets, and this disruption usually ends up in developing totally new demand for its offerings. Such demand and other metrics of a disruptive startup, when represented in the form of a graph, form a shape of a hockey stick. Surging Growth.

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Entrepreneurs' Organization

FEBRUARY 2, 2018

In a study conducted by Cambridge Associates, researchers found that the real failure rate hasn’t gone above 60% since 2001. For Tom Patterson, CEO of the men’s underwear startup Tommy John , disrupting a saturated industry meant solving problems people came to believe they just had to live with. “In Challenge 2: Unsustainable Funds.

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Both Sides of the Table

FEBRUARY 28, 2018

The founder of Parachute, Ariel Kaye , had a clear vision for what she wanted to disrupt and how she thought she could do it. and a differentiated feel in terms of fabric, design, sustainability, etc. You see sustainability of farms as a key attribute in The Bouqs or Green & Blacks chocolate.

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TechCrunch

JANUARY 29, 2021

Edtech needs to reach beyond underfunded public school systems to become more sustainable, which is why more investors and founders are focusing on lifelong learning. Since the pandemic disrupted the social rhythms of work and school, many of us have compensated by changing our relationship to digital media. Image Credits: Acquia.

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Unvalidated Learnings

OCTOBER 5, 2016

Disruptive companies often start as gimmicks for hobbyists Most radical innovations initially appear like curiosities, only entertained by geeks and weirdos. Their growth naturally slowed down with scale but maintained a remarkable consistency over time: $3bn of revenues in 91, $9.5bn in 2001, $21bn in 2010 and $32bn in 2015.

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