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How to Engage Employees—Sustainably

Entrepreneurs' Organization

After having worked in London, Frankfurt and San Francisco, he returned to Hamburg in 2001, where he lives with his wife and his seven-year-old twins. The post How to Engage Employees—Sustainably appeared first on THE BLOG. MSM.digital offers integrated omnichannel marketing for leading companies.

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The Changing Venture Landscape

Both Sides of the Table

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.” each with partners as the lead. Where are Things Headed for VC in 2031?

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Praying to the God of Valuation

Both Sides of the Table

2001–2007: THE BUILDING YEARS The dot com bubble had burst. During this era, from 2009–2015, most founders I knew were in it for building great & sustainable companies. I am enjoying more focus on how to build sustainable businesses that don’t rely in ever more capital and logarithmically increasing valuations.

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Why do you win?

This is going to be BIG.

When I first started in venture capital, back in 2001, I used to fund funds. Why someone did well previously is the first clue to figuring out whether or not that would be sustainable--but it isn't necessarily predictive. Can you sustain that going forward in a world that becomes more connected and more transparent?

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The Twenty Year Itch: My Last VC Investment Out of Brooklyn Bridge Ventures

This is going to be BIG.

Last August, I passed the point at which I had spent literally half my entire life working in this asset class, having started at the General Motors pension fund doing institutional investments in venture funds and late-stage directs back in February of 2001.

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TechCrunch+ roundup: 11 PLG tactics, addressing copycat stigma, ‘unicorn glut’ theory

TechCrunch

The ability to raise capital is less impressive than finding sustainable ways to build a base of paying customers. “We’ve seen that all before … what’s new-ish (at least since 2001) is the massive overhang of growth investments that will take startups years to grow into,” he wrote.

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Hockey Stick Growth Explained

Feedough

As the business is scaling up too quickly, some startups can’t sustain the strong growth and eventually crash. Once the startup is able to prove its potential and sustain this exponential growth during the growth-inflexion phase, its growth continues to accelerate at a fast pace, attracting more customers to try the offering.