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If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them.
This book presents a unique range of case studies of fast growing firms in different stages of their development. The companies covered in this volume mainly belong to modern high-tech industries like electronic commerce, biotechnology, software and others. From an investigation of their corporate histories, the authors derive the major success factors in the management of fast growing companies.
This Research Handbook argues that the study of entrepreneurs as leaders is a gap in both the leadership and the entrepreneurship literatures. With conceptual and empirical chapters from a wide range of cultures and entrepreneurship and leadership ecosystems, the Research Handbook for the first time produces a systematic overview of the entrepreneurial leadership field, providing a state of the art perspective and highlighting unanswered questions and opportunities for further research. It consolidates existing theory development, stimulates new conceptual thinking and includes path-breaking empirical explorations.
In this illuminating casebook, Roland Kidwell brings together eminent scholars and researchers, showcasing real-world examples of family businesses and potential challenges they may face. Chapters encapsulate possible tensions that may manifest within family businesses, including sibling rivalry, intergenerational conflict, and clashing ideas about work ethic. Ultimately, the authors propose that it is essential for stakeholders and those in leadership to understand what techniques, policies and behaviors do, and indeed do not, work in family firms.
Nuclear Decommissioning Case Studies: Organization and Management, Economics, and Staying in Business is the fifth volume in Michele Laraia’s series, which presents a selection of global case studies on different aspects of nuclear decommissioning. This volume focuses on organization, economics and performance experience, offering the reader guidance on project management, staffing, costs and funding, and training. It guides those responsible for the planning and implementation of nuclear decommissioning to ensure thorough and reliable applications. Decommissioning experts, including regulators, operating organizations, waste managers, researchers, and academics will find this book to be suitable supplementary material to reference works on the theory and applications of nuclear decommissioning. Readers will obtain an understanding of many key case studies, including what happened and what they can learn from the events quoted, to help supplement, solidify, and strengthen their understanding of the topic. Presents a selection of global case studies which focus on organization, economics and performance of nuclear decommissioning in relation to project and industry sustainability, with a focus on management, funding, and training aspects Includes 100+ case studies on project management, costs and funding, and teaching and learning Based on experience and lessons learned, assists the reader in developing and implementing decommissioning plans while ensuring the availability of technical, financial, and human resources at all times