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Revolutionary – but too late?     

Berkonomics

A pilot flying with the wind behind is helped by the speed of the wind and uses less fuel and less time to make it to the destination. A valuable lesson from aviation for entrepreneurs [Email readers, continue here…] That’s a valuable lesson. Fly with, not against the prevailing winds of change.

Class 156
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Wow! Are your relationships important!

Berkonomics

And yet, such relationships properly used and never overused, can quickly and precisely help you cut through delays in government agencies, speed the process of product planning and ultimate release, aid in positioning in the market and help you avoid a myriad of mistakes that could prove costly in time and money.

Class 194
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Why should you explain WHY?

Berkonomics

In my early journalism classes, I was taught the five “W’s” of good news stories, and that most should be in the first paragraph at that. Employees, contractors, even investors want to know why they are asked to make use of their valuable resource to support your effort. Remember the five “W’s?”. So now: Why explain why?

Journal 156
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So, what’s a company board good for, anyway?

Berkonomics

Email readers, continue here…] Generative thinkers are relentless in asking questions that get to the core of an idea, often making the originator think more deeply about the effects over a longer period of time. Importantly, these also help a board to cover the legal “duty of care” for the health of the company. Generative.

Company 156
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Need money? Read this!

Berkonomics

Friends, family and fools: [Email readers, continue here…] This term, although pejorative, describes the typical mix of early investors in a small, young growing business. Venture, private equity and more: Here we lump a large number of investor classes into one. The post Need money? Read this!

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Have you heard the rule of the thirds?

Berkonomics

We should think of the creation and growth of a high valued company as the sum of three parts, with three distinct classes of participants helping to make real value out of a raw start-up. Nearly none, if statistics and experience are key to the answer. The sum of three parts. One: The entrepreneur. Two: Co-management.

Startup 240
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How well do you use your business time?

Berkonomics

And yet, such relationships properly used and never overused, can quickly and precisely help a CEO cut through delays in government agencies, speed the process of product planning and ultimate release, aid in positioning in the market and help the CEO avoid a myriad of mistakes that could prove costly in time and money.

Class 243