Summary of Brad Feld, Matt Blumberg & Mahendra Ramsinghani's Startup Boards , livre ebook

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22 pages

English

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Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The fourth book in the series is Startup Boards. It has been a challenging book to write, as both of us worked hard to cover a lot of territory without putting ourselves to sleep.
#2 A boardroom is often used to describe the atmosphere and format of important meetings, but in reality, a startup board is usually a small group of people trying to help build your company.
#3 The challenges of raising the first round of capital are well documented. Once this first round of capital is raised, new challenges arise. Investors, driven by the desire for a substantial financial return, seek milestones, demonstrable progress, new rounds of financing at higher prices, or even quick exits.
#4 The most common mistake startups make is not having a board at all. Founders who are overconfident or choose to avoid conflict often miss an opportunity to bring in fresh perspective and structure decisions from appropriate individuals.

Sujets

General officer

Economics

Business

General

Informations

Publié par	Everest Media LLC
Date de parution	25 juillet 2022
Nombre de lectures	0
EAN13	9798822547537
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0200€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Insights on Brad Feld and Matt Blumberg & Mahendra Ramsinghani's Startup Boards
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5
Insights from Chapter 1

#1

The fourth book in the series is Startup Boards. It has been a challenging book to write, as both of us worked hard to cover a lot of territory without putting ourselves to sleep.

#2

A boardroom is often used to describe the atmosphere and format of important meetings, but in reality, a startup board is usually a small group of people trying to help build your company.

#3

The challenges of raising the first round of capital are well documented. Once this first round of capital is raised, new challenges arise. Investors, driven by the desire for a substantial financial return, seek milestones, demonstrable progress, new rounds of financing at higher prices, or even quick exits.

#4

The most common mistake startups make is not having a board at all. Founders who are overconfident or choose to avoid conflict often miss an opportunity to bring in fresh perspective and structure decisions from appropriate individuals.

#5

A good board is made up of intellect, experience, personalities, ego, emotions, and aspirations that work together to be a strong net positive experience for the company. A board should not be controlled by the founder, the CEO, or the largest shareholder.

#6

The books in the Startup Revolution series are written for any entrepreneur, regardless of experience or location. They are intended to help any board member, regardless of experience.

#7

The words and phrases we use can be very important, so we want to be precise when we use them. We want to be inclusive, so we’ll err on the side of a broader definition when we come across a magic word.

#8

The board of directors is responsible for navigating any conflicts that arise between the company’s various stakeholders. Founders should develop a board governance policy and procedure to minimize conflicts of interest and maximize shareholder value.

#9

The board is responsible for ensuring that the interests of all the shareholders are being considered. They also ensure accountability and transparency. As a board member, a venture capitalist needs to act in the interest of the company, not just their narrow interest as an investor.

#10

A board member’s fiduciary duty is to act in the best interest of the company or person to whom he owes a fiduciary duty. This is the highest standard of care. A board member must not put his personal interests before the duty he owes.

#11

The legal duties of a board member are to conduct all actions in a manner where they see no foreseeable harm. A board member breached his duty of care when he acted in a negligent manner or knew that the consequences of an action could be harmful to the company.

#12

A board chair’s role is to ensure alignment. They keep an eye on the big picture and ensure each meeting is a step in the right direction. They are decisive, proactive communicators, and they manage the clock.

#13

Good boards help companies clarify and sharpen management team thinking, triage risks and priorities, and provide perspectives based on experienced wisdom or insight that helps judgment.