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Project Flourish @ First Presbyterian Church of Houston
Project Flourish is a social impact initiative within First Presbyterian Church of Houston. Our mission is to accelerate the impact of entrepreneurial activity that aims to transform and renew our city and world for "the good." We want to connect gospel-minded entrepreneurs to the social, intellectual, and financial capital of First Presbyterian Church. Project Flourish endeavors to create a ministry launch-pad – a social venture accelerator – which seeks to unleash the creative hopes, dreams, and talents of individuals and teams desiring to see renewal in Houston and beyond.
activism  startup  entrepreneurship  faithbased 
21 hours ago by cyberchucktx
What is a technology company? - swombat.com on startups
I would argue that a company is a technology company when custom-built technology is critical to what they do. By this definition, large banks are indeed technology companies, since they do enormous amounts of in-house, custom software development and they cannot function at all without that technology.
startup  business  ecommerce  entrepreneurship  technology 
yesterday by hwrd
Gigaom | So what exactly is a tech company?
I am old fashioned like that and believe there is a huge difference in technology and tech-enabled companies. Facebook is both. Twitter, too is both. Arista Networks is a technology company and so is Nimbula.

However, the very idea that Groupon (s GRPN) or Birchbox are technology companies confounds me. Just as Pets.com never made sense to me as a technology company. Or even Exodus, a data center real estate company posing as a technology company.
business  startup  entrepreneurship 
yesterday by hwrd
[Russell Keith-Magee] Autopsy of a slow train wreck
despite the fact that failure happens all the time, we don't talk about it. We don't talk about why things fail. And as a result, many of the same lessons have to be learned over and over again. Those that experience failure often feel like they're doing it alone, because of the significant social stigma associated with failure.
@Article  @Story  Entrepreneurship  LearningFromFailure  Business  PEnVC  Software  WebApp  DistributionChannel 
yesterday by jslu
Steve Blank Watching Larry Ellison become Larry Ellison — The DNA of a Winner
- Larry didn’t practice any kind of textbook management, but he was an intense communicator and inspiring leader. As a result, every person in the company knew what the goal was—world domination and death to all competitors. He often said, “It’s not enough to win—all others must fail.” And he meant it, but with a laugh.

- It wasn’t as heavy as it sounds, but everyone got the point. We were relentless competitors. Even as the company grew from a handful of people when I started to about 150 when I left (yes, still ridiculously small) I observed that, every single person knew our mission.

- Larry always had a 10-year technical vision that he could draw on the whiteboard or spin like a yarn.

- Larry ascribed to the adage, “We don’t do things right, we do the right things.” I’m not sure if he ever actually said that, but it is what he lived.

- In a startup you can’t do a great job of everything, you have to prioritize what is critically important, and what is “nice to have.” Larry didn’t waste time on “nice to have.”

- I am a reformed perfectionist (reformed after those days) so often this didn’t sit well with me. I now realize it was the wisdom of a great entrepreneur. Basically if you didn’t code or sell, you were semi-worthless. (Which is why I had OEM sales as part of marketing—we had to earn our keep.)

- Larry often philosophized that we couldn’t hire people with software experience because there were hardly any software companies, so we just had to get the smartest bastards we could, and they’d figure it out.

- I remember a brilliant young programmer whom Larry allowed to live anywhere he wanted in the US or Canada, didn’t care about hours, where he was or any of that stuff. We just got him a network connection and that was it.

- Larry loved to be called “ruthless.” When I asked what was his favorite book, he told me Robber Barons — worth a read even today! And he used to pore over spec sheets for fancy jets he probably thought he could never afford. Funny, I never heard him talk about sailing back then.
orcl  entrepreneurship 
2 days ago by hellsten
Transparency wins in the murky market of corporate perks – an interview with Abenity
entrepreneurship  from twitter
3 days ago by mandigital
Start-ups shouldn't try to be unicorns—they should be zebras
"The current technology and venture capital structure is broken. It rewards quantity over quality, consumption over creation, quick exits over sustainable growth, and shareholder profit over shared prosperity. It chases after “unicorn” companies bent on “disruption” rather than supporting businesses that repair, cultivate, and connect."

Excerpts (slightly modified by HAG to include non-internet companies too):
"Unicorns stand for exponential growth instead of sustainable prosperity in case of Zebra [...] monopoly vs plurality [...] competition vs cooperation [...] more vs enough/better [...] quantity-metric vs quality-metric [...] customer acquisition vs customer success"

Common challenges facing which zebra companies are facing:

"1. The problem isn’t product, it’s process.
(help institutions adopt, deploy, and measure the success of innovation, apps or otherwise)

2. Zebra companies are often started by women and other underrepresented founders.
(start 30 percent of businesses, yet receive only 5 percent of small-business loans and 3 percent of venture capital)

3. You can’t be it if you can’t see it.
(lack heroes to emulate, so they default to the “growth at all costs” model)

4. Zebras are stuck between two outdated paradigms, nonprofit and for-profit.
(existing imperfect structures like hybrid for-profit/nonprofit, Public Benefit Corps, B-Corps, L3Cs can be prohibitively expensive)

5. Impact investing’s thesis is detrimentally narrow and risk-averse.
(mostly limited to verticals like clean technology, microfinance, or global health)"

Investor_Relations  SocialEntrepreneur  Agrachina  BusinessPlanning  Business_Advisory_relevant  Business_Model  Venture_Capital  Fundraising  NGO_NPO  entrepreneurship  Social 
3 days ago by eocas

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