Ventures
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Guy Kawasaki, Managing Director of Garage Technology Ventures, provides a description of Garage Technology Ventures and their services. These include: mergers & acquisitions, investment banking, and venture capitalism. He also describes what Garage Technology Ventures looks for in startups.
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Smith explains that New Ventures measures success in four layers. The first layer of success is immediate outcomes for the kids served by current ventures. The second layer is the ventures' impact on the system. The third layer is the success of New Schools in assisting their ventures. The last layer is the change in the entire system to a performance-based model with greater hybrid thinking.
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Robin Bellas, partner at Morgenthaler Ventures, explains the structure of the venture capital firm.
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The most successful teams and ventures demonstrate passion and the ability to solve problems and create solid business plans, Roizen says. Yet, they were not in it to get wealthy. The strength of the team was their cohesiveness, she says.
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Smith talks about how New Ventures aims to create systems that are K-12 to provide a coherent experience to children. Incubation is important. New Schools buys run down buildings and turns them into successful schools. They do everything from recruitment to management to building, she adds.
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Smith explains that fundraising is very hard in the non-profit sector. New Ventures typically co-invests in A rounds with other venture capital firms, typically newer groups that have an openness to thinking about new solutions and understand the power of entrepreneurs. Generally, deals are in multi-millions with clearly defined milestones over several years.
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William Sahlman, professor at Harvard Business School, observes that almost all entrepreneurs and their ventures must inevitably change and adapt. In all the business plans Salhman has seen, he says that almost every single business has had to change as they discover their customers, their market, etc. So the key to successful entrepreneurship is anticipating and dealing with change.
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Medtronic, Boston Scientific, and Johnson & Johnson all began as single-product ventures, says Mir Imran, CEO of InCube Labs and serial entrepreneur of medical devices. And while the medical community is rife with single-product ventures, a few of them do go on to become large enterprises offering a suite of products in multiple markets. What sets the bar for each venture? The market viability for each product they produce.
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Breyer discusses why Accel Partners decided to invest in Facebook and what they look for in new ideas before they convert them into ventures.
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John Doerr, partner at Kleiner Perkins Caufield & Byers, talks about what distinguishes successful companies from all others. The two main factors are passionate founders and devotion to technical excellence.
