The Time is Now for Women to Step Up, Speak Out and Take Control – Trish Cotter

Trish Cotter, Associate Director, Martin Trust Center for Entrepreneurship

From Bostinno

On this year’s International Women’s Day, I’d like to reflect on how we can encourage women to speak up, be heard, and support each other. The #metoo movement has brought to light countless examples of abuse, mistreatment and harassment, but if there is one positive glimmer out of all that is being shared, it’s a sense of solidarity and empowerment.

I believe that entrepreneurship can be a path to channeling that that energy and creating positive outcomes. The time is now to step up and speak out. The time is now to take control of your own destiny. Stop saying “I’m sorry” and start saying “I’m ready to make a difference.”

I believe that sometimes making a difference is being your own boss. In my role as Director of MIT’s educational accelerator program, delta v, I work every day with both female and male student entrepreneurs. Some of these students have ideas that may change the world someday, but even more important is their sense of pride and accomplishment when they can make decisions that shape their own direction and have a positive impact on other people.

Maybe being an entrepreneur is not for everyone. But, if and when you are in a position to define your own path, you have turned the tables and now have control. You can help not only yourself, but others. Read More »

Despite its woes, GE must stay entrepreneurial – Bill Aulet

MIT Sloan Sr. Lecturer Bill Aulet

MIT Sloan Sr. Lecturer Bill Aulet

From The Boston Globe

When I heard the news that GE is considering breaking itself up into smaller units, I was overcome with sadness. I started my career at IBM in the early 1980s and saw that company brought low, and now a similar scenario is playing out with another venerable firm.

But wait a second, as a professor of entrepreneurship, don’t I want to see a big conglomerate broken up into smaller, more nimble companies that can be more entrepreneurial?

Not in this case. That kind of thinking illustrates a fundamental mistake people make when they contemplate entrepreneurship and existing corporations.

As an entrepreneurship educator, I teach students the mind-set and skills to help them succeed in bringing new, innovative products to market and new ventures into being. But there is a common misunderstanding that entrepreneurship equals startups and that we are preparing our students to join the Silicon Valley depicted on TV dramas. Not so.

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Where investors are missing startup opportunities in America – Joni Cobb and Joseph Hadzima

Joni Cobb, Founder and CEO of Pipeline; Joe Hadzima, Sr. Lecturer, MIT Sloan School of Management

From Entrepreneur

Venture capitalists and other startup investors regularly jet from coast to coast in search of the next big deal, routinely referring to everything in between as “flyover country.” While there has recently been more attention given to the heartland in terms of investing — such as AOL co-founder Steve Case’s new Rise of the Rest fund– there is still undeniably very little awareness of just how strong the entrepreneurial markets are in the middle of the country.

The entrepreneurial activity in the Midwest and Plains states — the middle of America, broadly speaking — may not be as concentrated as the mega-agglomeration economies of California’s Silicon Valley or Boston’s Route 128 region or New York’s quickly expanding borough clusters.

The activity is more spread out and it doesn’t hit you square in the face after leaving the airport, driving to and from appointments, past corporate parks adorned with the signs of famous tech companies and VC firms. But, it’s there in places like Kansas City, St. Louis, Omaha, Minneapolis-St. Paul, Indianapolis, Detroit, Cleveland and other cities with growing clusters of startups involved in a wide range of tech activities.

Some of the startups, like FarmMobile in Overland Park, Kan., are, unsurprisingly, focusing on technology tied to industries traditionally associated with the heartland, such as agriculture and manufacturing. In the case of FarmMobile, it’s developing products to store, share and sell agronomic and manufacturing machine data.

But, there are other young and dynamic companies involved with technologies that have little or nothing to do with agriculture and manufacturing, such as Kansas City’s Zoloz (previously known as EyeVerify), maker of identification management technology for mobile devices. It was the first U.S. company acquired by China’s Alibaba Group.

In America, entrepreneurs are increasingly starting to play to their respective region’s particular economic strengths. Read More »

How to Cultivate Leadership That Is Honed to Solve Problems – Deborah Ancona and Hal Gregersen

MIT Sloan Prof. Deborah Ancona

Hal Gregersen, Executive Director of the MIT Leadership Center

Hal Gregersen, Executive Director of the MIT Leadership Center

From strategy+business

In the aftermath of the Boston Marathon bombing in 2013, the terrorists responsible for that act took the life of a police officer, Sean Collier, who worked at the Massachusetts Institute of Technology (MIT). Those who knew and loved him at MIT resolved to commemorate his memory. J. Meejin Yoon, head of MIT’s department of architecture, designed a memorial to honor Collier’s love of the outdoors and spirit of service, while reflecting the university community he served. The memorial is composed of massive interlocking granite blocks. Making them stand up required a feat of engineering that pushed the technical limits of the material. A multidisciplinary group assembled to figure out how to complete the project. The group included faculty, students, and staff with expertise in architecture, construction, engineering, and masonry, as well as consulting experts in structural and civil engineering, landscape architecture, and lighting design. No one person directed the project from start to finish; instead, teams stepped up and stepped out, forming for just as long as their expertise was needed. The Collier Memorial was unveiled on April 29, 2015, just a few days after the second anniversary of the officer’s death. It stands today on MIT’s campus as a tribute to a life given in service to a community that rises to meet challenges.

When a collaborative project like the Collier Memorial comes to fruition, it might seem to happen without leaders. But in reality, the many leaders involved were following a model of leadership that is hard to spot until you know how to look for it. We call this approach challenge-driven leadership. These leaders are propelled by the intrinsic desire to solve problems and meet challenges creatively. They are not motivated by the trappings of authority, status, or showmanship. They don’t particularly want to lead, and they certainly don’t want to be led. But they excel at choreographing and directing the work of others, because their expert knowledge enables them to spot opportunities to innovate in a way that cannot be done by working alone.

Challenge-driven leadership is not right for every situation. But where innovation and entrepreneurship are required — and in particular where developing a solution requires drawing together diverse talents and perspectives to discover novel approaches — it tends to work well. No wonder we find it in many places where people are dealing with “wicked problems,” a term coined in 1967 by design theorist Horst Rittel that refers to broad challenges with no obvious solutions. This is the kind of leadership that many companies, government agencies, and nonprofits would do well to recognize and cultivate.

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Wow! That’s Such a Cool Job! – Trish Cotter

MIT Sloan Lecturer in Entrepreneurship Trish Cotter

I have recently been catching up with colleagues from companies past, and when I let them know what I am doing now, I often get the reaction, “Wow! That’s such a cool job.” And it is … I’m fortunate to be the director of delta v, MIT’s student venture accelerator. Each year, we guide a new group of startups through “entrepreneurship boot camp” and help them to launch their startup ventures into the real world. This past summer, I worked with 21 startup teams as they were striving to either gain traction or make the tough decision to regroup. It was an amazing group of students with ideas that address real world problems.

But, I also thought I had a cool job at age 12 when I cleaned up after dogs at a kennel. I had a sense of purpose, got to fulfill a passion of mine by working with animals, and met some great people as well.

The organization I worked at most recently, prior to MIT, was IBM – a company that is trying to bring data analytics insights to companies, so they can address real world problems. The complexity of what both our MIT startups and IBM are doing, albeit in different ways, struck me. Are they so different? I have deep respect for IBM’s CEO, Ginni Rometty, who is moving a company the size of a small nation. However, the leaders of the MIT three-person startups are also scaling difficult challenges and placing bets with tremendous odds of failure.

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