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From Seed to Flower: Growing a Strong Network Through Direct Relationships

Yet2

yet2 ’s network has been built across multiple channels to include small and large companies, technical experts and scouting partners. yet2 was founded by cofounders Ben DuPont and Phil Stern in 1999. Ben and Phil eventually moved to Chartline, becoming the Managing Directors. However, it’s certainly worth it.

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Whose Job Is It to Manage Freelancers?

Harvard Business Review

And as part of a contingent staffing strategy, emerging businesses and startups can afford access to outstanding technical experts that would otherwise be cost prohibitive on a full-time basis. Others are new to managing or stronger technically than as a supervisor. Create the role of “external talent manager.”

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What Does an Aspiring Founder Need to Know?

Harvard Business Review

The survey results show that no single management skill stands out above the rest. Respondents indicated that founders need to be management jacks-of-all-trades, so to speak. The non-MBA founders shared the view that it is very important for future leaders of technology ventures to build a wide range of management skills.

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What New Team Leaders Should Do First

Harvard Business Review

People form opinions pretty quickly, and these opinions tend to be sticky,” says Michael Watkins, the cofounder of Genesis Advisers and author of the updated The First 90 Days. “If Many managers inherit their teams, which often means they aren’t creating new goals, but clarifying existing ones. The first few weeks are critical.

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Why You May Be Blind to a Good Idea (and What to Do About It)

Harvard Business Review

But, for me, the management takeaway is that since we all see selectively but we don't all select the same things, we can leverage the different ways we slice and dice the world. I'm cofounder of an organization that develops innovative learning practices and technologies.

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What Big Companies Can Learn from the Success of the Unicorns

Harvard Business Review

The small size of unicorns allows the top management teams to be directly and deeply involved in most of the strategic decisions, which are then implemented through a flat organization. They attempted nearly 34 projects that failed before developing an iPhone app called Picaboo, which was subsequently rebranded as Snapchat.

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Is Innovation More About People or Process?

Harvard Business Review

Writing in response to the publication that year of IDEO cofounder David Kelley’s The Art of Innovation , Schrage argues that IDEO’s ability to innovate lies not so much in the methodologies of brainstorming, hot teams, and rapid prototyping that Kelley describes but in its culture.