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As seen in: Harvard Business Review, hbritalia.it

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Articles

Leading After the Founder

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By Samantha Hellauer, Sanja Kos, Julie Vermoote, BJ Wright, Sapna Sadarangani Werner
| Harvard Business Review Verified
Leading After the Founder Founder transitions are among the most emotionally charged and strategically consequential moments in a company’s life cycle. When handled well, they unlock the next phase of growth and maturity; when mishandled, they can destabilize teams, compromise value, and derail momentum. The stakes are high: Founder CEO transitions carry a risk of failure or performance downturn that’s two to three times greater than transitions involving nonfounder CEOs.
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Come sbloccare valore nelle collaborazioni tra fondatori e investitori

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By Samantha Hellauer, Sanja Kos, BJ Wright, Julie Vermoote
| hbritalia.it
Le aziende guidate da chi le ha fondate hanno immense potenzialità di crescita incontesti sorretti da investimenti di private equity. Il DNA psicologico di molti dirigenti-fondatori, caratterizzato da autosufficienza, creatività e grande investimento emotivo nell’azienda, li distingue nettamente dai classici amministratori delegati, che con le competenze acquisite e la capacità di individuare schemi ricorrenti sono più indicati per una crescita incrementale.
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The Strengths and Weaknesses that Set Founders Apart

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By BJ Wright
| Harvard Business Review Verified
The desire to understand what makes founders tick is longstanding and has recently resurfaced in the wake of investor Paul Graham’s widely read essay on “founder mode.” To answer this question, researchers at ghSMART recently analyzed ... With his recent essay on “Founder Mode,” Paul Graham, the co-founder of Y Combinator, has ignited a conversation on the differences between founder-led companies and those led by professional managers.
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