Company Builder

Atiq Raza was in position to become CEO of one of Silicon Valley’s old-guard giants. But he left to create Raza Foundries, a company that helps build other companies. Just don’t call it an incubator.

Includes a sidebar of three leadership lessons learned by proteges of Atiq Raza: never take a dollar at face value; deal with the customers who count; and focus on the … [ Read more ]

Sensei for the Time-Sensitive

David Allen says work in the knowledge economy requires a new kind of mental calisthenics. Information management is not a science but an art — a martial art — and it’s time to start training.

Dr. Brilliant Vs. the Devil of Ambition

If baby boomers had their own Faust, he’d be Larry Brilliant, a man who’s found himself at the center of almost every defining moment of his generation. His biggest battle: taming the devil of ambition.

Knowing How to Grow: The Next Step for Bigstep.com

Bigstep.com founder Andrew Beebe recently handed over the reins of his young company to a more experienced CEO. Here are his five tips to step down gracefully — without stepping out.

Andrew Beebe

Founder of Bigstep.com

Where Angels Fear to Tread

Article focuses on the early (angel) stage investing when traditional valuation methods are of limited value. Discusses the idea of a bridge loan with convertible warrants based on a Series A round.

Taking a Balanced View

We would all rather praise than criticize because it’s emotionally easier. But providing constructive criticism is an essential skill for any manager who wishes to avoid a messy termination. Even when an employee is worthy of praise, a manager must maintain a balanced outlook and act accordingly.

Free Trade Isn’t Fair

Mike Dolan is leading a long-shot crusade against the new economy’s most widely shared belief: that global economic integration — of countries, companies, currencies, and markets — is both virtuous and inevitable.

Community Standards

Cynthia Typaldos, president and CEO of RealCommunities, has built a site for aspiring community builders. Does your community meet her standards?

Trust in the Future

When it comes to brand management, Kevin Roberts says that only two things are wrong: brands and management. Today, says Roberts, CEO of Saatchi & Saatchi PLC, brands are history. Looking forward, companies need to establish their products and services first as “trustmarks” and then, upping the ante even higher, as “lovemarks.”

No-Brands-Land

Article highlights author-activist Naomi Klein, and her ideas on how branding is invading public-space (e.g. schools, community, etc.). According to Klein, “The companies that have most aggressively stalked people as consumers are the same ones that, as employers, have abandoned them…The branding economy has been built on the back of Third World labor.” According to Klein, she is “interested in the way that utopian … [ Read more ]

What Great Brands Do

Scott Bedbury knows brands. The man who gave the world ‘Just Do It’ and Frappuccino shares his eight-point program to turn anything — from sneakers to coffee to You — into a great brand.

Gary Klein

Experienced decision makers see a different world than novices do, and what they see tells them what they should do. Ultimately, intuition is all about perception. The formal rules of decision making are almost incidental.

She Builds Online Brands on the Street

Di-Ann Eisnor is a master at persuading busy people to pay attention to digital brands. Her secret? If you want to move people to the virtual world, move your messages to the physical world.

He Knows How to Be Diligent About Due Diligence

Whether you’re sizing up an investment or a new hire, it’s not enough to study the financials and the references. As due-diligence expert Barry Rhein will tell you, you’ve got to read between the lines.

Practical Radicals

You know the sort: They operate deep within big companies, well beneath the cultural radar, and are practically invisible to the top brass. Employing many different styles and strategies, typically waging small battles rather than epic wars, they work slowly to change the rules.

Hope and Dreams

Excellent article profiles University of North Carolina B-School professor Jim Johnson, who is trying to address pressing social problems.

It’s Lonely on the Edge

Every three months, 60 executives responsible for moving their companies into the Internet Economy gather to discuss challenges and frustrations. This group offers a remarkable window into what it takes to transform a big company into a Net company.

Making the Call When a Manager Needs to Leave

Katherine Hammer, CEO of ETI, reflects on her experiences terminating three once-valued and loyal managers, in the process identifying three major symptoms that alert her to problems.

Pip Cobourn

Cobourn is a Wall Street analyst and technology strategist at UBS Warburg