Jason Mendelson Session At TechStars
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Which U.S. States Are the Most Entrepreneurial?
ReadWriteStart

formsds.jpgThe website FormDs.com has posted a very interesting map with a breakdown of investment dollars over the course of the past year. The map caught the eye of Boulder-based venture capitalist Jason Mendelson – not surprisingly, as the map points to Colorado as one of the most entrepreneurial states.

FormDs.com bases its findings on the filings, as the name suggests, Form D, an SEC requirement when startups and other privately-held companies raise venture capital. By tracking these filings, the site is able to get a decent glimpse into not just to whom but to where the money is headed.

According to FormDs.com‘s findings, Massachusetts leads the pack with 100 fundraisings per million people, but Colorado comes in a close second with 95 fundraisings per million people.

FormDsmap.jpg

It’s worth noting that this figures isn’t investment dollars per capita. When looking at those figures, Massachusetts still leads the other states at $418 per person. California comes in second at $312 per person. But Colorado is third, with $209 per person.

It’s also worth noting that these figures cover all investment, not just the tech sector, and Colorado continues to do well in the energy sector (less so in the NFL).

Nevertheless, New York entrepreneurs – please defend your state (or not) in the comments.

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Many companies struggle to make and execute key decisions. Our Decision Insights series describes a five-step process that can boost your organization’s decision effectiveness and improve its performance. In this issue, we explain how the third step enables companies to reset individual decisions so that they work smoothly and effectively. We think of the four parts of this process as fixing the What, Who, How, and When of the decision. The article summarized below will help you address each one.

By Marcia W. Blenko, Michael C. Mankins and Paul Rogers

Too many organizations fail to make and execute their critical decisions well, and their performance suffers as a result. But you can reset key decisions to get them working better. The key is to focus on just four elements:

  • Clarify the what of the decision. Help everyone understand exactly what decision is under consideration.
  • Determine the who. Specify who will play the key roles—recommending a course of action, offering input, signing off on the recommendation, making the decision and then executing it.
  • Understand the how. Establish a clear process for gathering data, agreeing on criteria and preparing alternatives.
  • Make the when explicit. Create clear timelines for making the decision—and executing it.

The four steps together are a great way to cut through logjams and get things working more effectively. We describe each step in detail and show how companies apply them in our book Decide & Deliver, and on the website www.decide-deliver.com.


Download the PDF


Read past issues of Decision Insights:

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McKinsey’s new survey research finds that companies using the Web intensively gain greater market share and higher margins.
Read more and listen to the podcast on the McKinsey Quarterly site »

Cover of How to Make Good Decisions and Be Rig...
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By Marcia W. Blenko, Michael C. Mankins and Paul Rogers

One thing that sets great companies apart is the ability to make high-quality decisions. But it isn’t just decision quality—the top performers also make those decisions quickly and execute them effectively. And they don’t spend too much or too little effort in the process.

So it’s important to assess your performance on all these factors—decision quality, speed, yield (or execution) and effort. A good way to begin is to survey a cross-section of people throughout the organization. You can then add rigor with face-to-face interviews and focused data gathering using the decision X-ray that we describe in our book, Decide & Deliver, and on the website www.decide-deliver.com. The goal is to answer some key questions: What percentage of the time does the organization make the right decisions? Are decisions made faster or slower than competitors? Is there too much (or too little) effort involved?

To learn more, download the PDF

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MUNICH, GERMANY - DECEMBER 01:  (L-R) Siegfrie...
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AUGUST 2010 • Jacques Bughin, Michael Chui, and James Manyika

Source: McKinsey Global Institute

Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment.

Read article and listen to a series of podcasts on the McKinsey

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Get Control as a CEO

November 22, 2010

Resolving the CEO’s dilemma
by Bain partners James Allen and Julian Critchlow
Bain & Company
The job of the chief executive has expanded dramatically in recent years, both in scope and complexity. A job with such challenges can overwhelm the person who occupies it. And yet as Bain & Company learned in a series of 25 interviews with CEOs, many men and women are able to assert control over the job rather than let themselves be dominated by it.
Read more

Great Decisions
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By Marcia W. Blenko, Michael C. Mankins and Paul Rogers

Some decisions clearly stand out as important. They’re the big, high-value strategic choices made in every part of the organization. Senior leaders decide whether to make a big acquisition. IT decides whether to invest in a major systems upgrade.

But many organizations overlook a second category that can be equally significant: operating decisions that seem small but that are made and remade frequently and generate a lot of value over time. Most companies have a similar set of decisions made day in and day out by people close to the frontlines of the business.

To identify the key decisions in these two categories, you can use a tool we call decision architecture that we describe in our book, Decide & Deliver, and on the website www.decide-deliver.com. The result is a list of your critical decisions?the top 20 or 30 decisions that must work well for the business to succeed. Once you know your critical decisions, you can identify how well they are working and take the right actions to improve them.

Download the PDF

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