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As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm. The author advises companies to examine four areas: scheduling, flexibility, telecommuting, and childbirth leaves. Increased productivity will be the company's reward.
Jeff Hawkins is the Founder of Numenta, but he is also well known as the co-founder of two companies, Palm and Handspring, and as the architect of many computing products, such as the PalmPilot and the Treo smartphone.
Throughout his life Hawkins has also had a deep interest in neuroscience and theories of the neocortex. His interest in the brain led him to create the non-profit Redwood Neuroscience Institute (RNI), a scientific organization focused on
understanding how the human neocortex processes information. While at RNI, Hawkins developed a theory of neocortex which appeared in his 2004 book, On Intelligence. Along with Dileep George and Donna Dubinsky, Hawkins
founded Numenta in 2005 to develop a technology platform derived from his theory. It is his hope that Numenta will play a catalytic role in creating an industry based on this theory and technology. Jeff Hawkins earned his B.S. in
electrical engineering from Cornell University in 1979. He was elected to the National Academy of Engineering in 2003.
When key leaders are ready to move on to new challenges or even retirement, their legacy can be greatly diminished without good succession planning.
Guy Kawasaki is a founder and Managing Director of Garage Technology Ventures. Prior to this position, he was an Apple Fellow at Apple Computer, Inc. and sits on the board of BitPass Inc. A noted speaker and the founder
of various personal computer companies, Guy was one of the individuals responsible for the success of the Macintosh computer. He is also the author of eight books including Rules for Revolutionaries, How to Drive Your Competition Crazy,
Selling the Dream, and The Macintosh Way. Guy holds a B.A. from Stanford University and a M.B.A. from UCLA, as well as an honorary doctorate from Babson College.
A wingman flying beside the fighter pilot is what separates the true ace from the merely great, writes the founder of a company that was sold for $270 million. A look at the characteristics of his own essential second-in-command provides a guide for entrepreneurs seeking the same.
A system for measuring each executive's contributions must be instituted as a company matures to avoid issues that could impair agility: complacency, departmental infighting and staying too long on the job, says the founder of a human-resources consultancy.
David Neeleman is Chairman and CEO of JetBlue Airways Corporation. JetBlue, which began operations in 2000, serves 23 U.S. cities with 57 new Airbus A320 aircraft. JetBlue is Neeleman's third successful launch in the
aviation business, His goal is to bring people back to air travel by offering low fares, friendly service and a high quality product. JetBlue was rated "Best Domestic Airline" at Conde Nast Traveler's 2003 Readers' Choice Awards for the
second consecutive year, and was runner-up for "Best Domestic Airline" at Travel & Leisure magazine's 2002 and 2003 World's Best Awards. Neeleman's career in the airline industry began in 1984 when he co-founded Morris Air. As
president of Morris Air, he implemented the industry's first electronic ticketing system and pioneered a home reservationist system that is now the foundation of JetBlue's call center. Neeleman sold Morris Air and took the electronic
ticketing to Open Skies. He sold Open Skies to Hewlett Packard in 1999. During this period, Neeleman acted as a consultant to WestJet Airlines, a successful Canadian low-fare start-up airline.
When it comes to compensation, the issue is not what you can pay, but what you can offer to the people you need to grow.
Entrepreneurs needing to motivate high-performance people must reward them for creating long-term value and satisfying customers, rather than for maximizing annual profit, argues a compensation consultant, who devised an alternative to the bonus-based performance award.
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