Education Archives

Subscribe to the Education RSS feed.

Announcing Registration Open – VCs vs. Entrepreneurs Charity Tennis Tournament


img_3658img_3650img_3600

Registration is Now Open

4th Annual Benefit

VCs vs. Entrepreneurs – Davis Cup Challenge

Thursday, September 23, 2010
Longwood Grass Courts  /  2:00 – 7:30pm

Welcome Back!  BSG Team Ventures is proud to once again host the 4th Annual  Benefit: VC vs.  Entrepreneur Tennis Tournament – Davis Cup Challenge, and we are thrilled to have you join us.

The VC/Entrepreneur tennis community has been growing every year so please register now so we can build the teams early.

Entry is by donation of $175.00.  Please click here to register!

For questions, please email Cristina Vieira Abramson at cvieira@bsgtv.com or call 617.784.4987

Agenda Overview

VCs vs. Entrepreneurs - Thursday, September 23, 2010

Format - Round Robin, Doubles

Time - 2:00 – 7:30pm (includes tournament, finals, cocktails, dinner and networking)

Location – Longwood Cricket Club, Chestnut Hill, MA

REGISTER


The Benefiting Charity and Partner
TENACITYTransforming Youth and Building Community. Founded in 1999, Tenacity has served over 20,000 Boston students who otherwise would lack a safe, productive, and healthy after-school and summer environment.  Our high-quality literacy and tennis programming not only build academic skills and improve fitness, they also foster the development of strong bonds between our students and caring staff, which instills the resilience needed to succeed in school and life.


Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

Chief of Enterprise Growth, ETS, Princeton, NJ

ETS IN THE NEWS

Message from the President

Positioning Educational Assessment for the 21st Century

What Does It Mean to be an Educational Measurement Organization in the 21st Century?

POSITION OVERVIEW

This position is a mission-critical role to lead all business development activities for ETS, including the identification and execution of mergers, alliances, joint ventures, and acquisitions for the enterprise. Specifically, this Chief of Enterprise Growth (CEG) will oversee research and analysis of business opportunities; assess potential partners and acquisition targets; develop new strategic alliances, which might also lead to merger or acquisition; and work with the R&D division to evaluate and implement opportunities for asset-based spinoffs.

THE ORGANIZATION

Educational Testing Service (ETS) is a world leader in educational assessment, with more than 50 years’ experience in promoting effective teaching and learning. With revenues approaching $1B and a staff of 2,600 professionals—including educators, researchers, psychometricians, statisticians, and policy specialists—the organization is dedicated to serving individuals, educators, businesses, and government bodies around the world.

Founded in 1947, ETS develops, administers and scores more than 50 million tests annually — including the TOEFL® and TOEIC® tests, the GRE® General and Subject Tests and The Praxis Series™ assessments — in more than 180 countries, and at over 9,000 locations worldwide.

THE CHALLENGE

In conjunction with the SVP of Business Innovation and Growth and in partnership with R&D and business unit heads, the Chief of Enterprise Growth will lead a team responsible for licensing agreements, contract negotiations, policies and program development, and all other necessary activities related to business innovation and growth.

Specifically, this individual will—

  • Lead all business development activities to identify, negotiate and effect partnerships, mergers and acquisitions
  • Drive revenue growth through the Business Innovation function
  • Negotiate and close strategic relationships from beginning to conclusion
  • Build and manage a high quality team of business development professionals capable of carrying out needed initiatives
  • Research, source and negotiate strategic partnerships to support business development initiatives
  • Establish business development policies and procedures and align them with company objectives
  • Provide support for the successful integration and execution of projects
  • Oversee strategic data and provide recommendations for expansion and growth based on findings

Conduct, synthesizes and present macro and micro research in support of strategic initiatives

THE CAREER OPPORTUNITY

To an experienced business developer with solid M&A experience, this opportunity offers several attractive features

  • The opportunity to work for an industry leader in a strategically vital role
  • The opportunity to work broadly in business development (not just in strategic partnership or acquisitions), and to develop skills that open future career paths
  • The opportunity to work with really smart people
  • The opportunity to evaluate and possibly implement technology transfer out of this IP-rich organization

The opportunity to work at the attractive ETS campus in the culturally diverse city of Princeton, NJ

More…

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

edBurst Review, April 2010

A Newsletter for Education Leaders

Indian Students Wield Tests for College Spots

India has one of the world’s youngest populations, yet as the middle class has steadily grown, so has the cutthroat competition for the limited slots in the country’s system of higher education. High school seniors must pass national board exams to graduate from high school. But those same board exams also serve as the rough equivalent of SATs for students applying to most programs in many universities…more»

Student Loan Bill Scorecard

A look at who fared well — and who didn’t — in legislation to overhaul the student loan programs…more»

Students playing catch-up as they hit college

Each year, tens of thousands of Texas students land in this academic purgatory – no longer in high school but not ready for college. About 40 percent of recent high school graduates in the state’s public universities and colleges need at least one remedial class. Statistics show those students take longer to earn a college degree, if they do at all…more»

FCC Broadband Plan Pushes Ambitious Agenda for U.S. Education

After almost a year of development that included holding 36 public workshops in person and online and reading through 23,000 public comments, the Federal Communications Commission has released its national broadband plan with a formal report to Congress. Calling high-speed Internet access “indispensable for the 21st century, the foundation for our economy, the foundation for our democracy in the digital age,” FCC Chairman Julius Genachowski declared the plan “ambitious but achievable”…more»

The Great Charter Debate: Part Four

This is part four of a debate between myself and a colleague who believes I have been too critical of charter schools. In Part One, he shared his perspective on the value of charter schools. I responded with my own views on the limitations of charters as a force for reform, and this week he offered his rebuttal to that. Here is my response to that one, Part Four of the great charter debate…more»

Mobile Learning Makes Its Mark on K-12

Mobile devices such as smartphones and iPods, still seen as nuisances or contraband by many schools, are now viewed by an increasing number of teachers and administrators as cost-effective tools to build and sustain 1-to-1 computing programs. But while the use of mobile devices for learning is sparking a shift in the ed-tech landscape, its impact on student achievement is unclear…more»

Educators Struggle to Design Mobile-Learning Content

Developing meaningful lessons that fit the constraints of small-screen devices is a challenge. How can educators (and publishers) find or develop meaningful, standards-based lessons that fit the visual and data constraints of a small-screen device?…more»

In Texas Curriculum Fight, Identity Politics Leans Right

In the fight over curriculum, conservatives in Texas have more in common with liberals than they think. In reality, this controversy is the latest version of a debate that reaches back many decades and is perhaps essential in a heterogeneous democracy whose identity has long been in flux…more»

Historians speak out against proposed Texas textbook changes
Historians criticized proposed revisions to the Texas social studies curriculum Tuesday, saying that many of the changes are historically inaccurate and that they would affect textbooks and classrooms far beyond the state’s borders…more»

A Private College Goes For-Profit
Dana is sold a year after another Lutheran institution was sold. But new owners plan to keep tenure and the traditional, residential mission…
more»

One Classroom, From Sea to Shining Sea

No one in either party today has the courage to say it, but what made sense for a sparsely settled continent at the dawn of the Republic is ill suited to the needs of a 21st-century nation competing in a global economy. Our lack of a national curriculum, national teacher training standards and federal financial support to attract smart young people to the teaching profession all contribute mightily to the mediocre-to-poor performance of American students, year in and year out, on international education assessments. So does a financing system that relies heavily on local property taxes and fails to guarantee students in, say, Kansas City the same level of schooling as students in more affluent communities…more»

In Hard Times, Lured Into Trade School and Debt

Commercial trade schools are under fire because they are attracting more students and Pell grants. At institutions that train students for careers in areas like health care, computers and food service, enrollments are soaring as people anxious about weak job prospects borrow aggressively to pay tuition that can exceed $30,000 a year…more»

CCA Response

——————————————————————————–

FCC announces Children’s Agenda for broadband

The FCC has announced the creation of the FCC’s “Children’s Agenda for Digital Opportunity,” which will build on the four pillars of digital access, digital literacy, digital citizenship, and digital safety. The Children’s Agenda is part of the National Broadband Plan to be released this week…more»

——————————————————————————–

Panel Proposes Single Standard for All Schools

A panel of educators convened by the nation’s governors and state school superintendents proposed a uniform set of academic standards on Wednesday, laying out their vision for what all the nation’s public school children should learn in math and English, year by year, from kindergarten to high school graduation…more»

——————————————————————————–

False Fronts? Behind Higher Education’s Voluntary Accountability Systems

A new report from Education Sector and the American Enterprise Institute examines current voluntary accountability systems—the University and College Accountability Network (U-CAN) and the Voluntary System of Accountability (VSA)—and argues that these systems are not measuring up…more»

——————————————————————————–

Cultivating Failure

Alice Waters’s Chez Panisse is much more than a restaurant. It is a standard-bearer for correct moral values, and now it will dictate our kids’ education. Do we really want this?…more»

——————————————————————————–

Will Millennials become the chump generation?

A study of the 50 million Millennials 18 and over by the Pew Research Center found some surprising and some not-so-surprising developments. Surprising (to me): Almost two-fifths of Millennials have tattoos, up from a third among Gen Xers and from a seventh (15 percent) among boomers. Not surprising: Millennials are the first truly digital generation. Three-quarters have created a profile on Facebook or some other social networking site. Only half of Gen Xers and 30 percent of boomers have done so. A fifth of Millennials have posted videos of themselves online, far more than Gen Xers (6 percent) or boomers (2 percent)…more»

——————————————————————————–

More…

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

Recruiting, Sub Rosa

When It’s Time to Replace a CEO

During a moment in recruiting history when most executive search professionals are suffering, our practice in for-profit education has been thriving. Part of the reason is what I call ” board fatigue”–PE or VC partners and other board members who’ve grown impatient with the CEO of a portfolio company. In some cases their dissatisfaction is known to the CEO; in others, for various reasons (such as accreditation issues in the postsecondary education market), the board has chosen to conceal its desire for change, even from the sitting CEO.

The call to me typically begins, “We’re thinking of replacing a CEO. But we need this to be done in confidence. Can you do it and still be effective?” The answer, of course, is, “Yes, but first give me one good reason why you don’t sit down with your CEO and discuss why the change is needed.”

Answers vary, but the most common is, “We don’t want to lose momentum or cause uncertainly within the company,” i.e., “We’re afraid that news the CEO is being replaced might affect morale and revenues.”

This may be true, of course, but before embarking on a sub rosa search for a replacement, consider these issues–

•    Are you sure the situation cannot be resolved without the CEO being deposed? Have you tried everything to turn him/her around? Is the problem focused on a few concerns–work ethic, slow decision making, failure to address a single overriding market challenge, etc.–or is it overall leadership?

•    Are there intermediate steps you might take to at least put the CEO on notice? “Probation”? Come to Jesus? Sabbatical? Revisiting compensation?

•    Could the problem be resolved by bringing in the right support, e.g., a COO or new CFO?

•   Could the CEO be moved into a different to position, allowing you to bring someone in above him/her? Would your CEO accept demotion to President and COO, for example? Could the CEO be moved into a Chairman role?

•    How can you present the decision to replace in such a way that the CEO sees the wisdom in your decision? Obviously the CEO has a financial stake in the company’s success. Might it be that he or she will be relieved? See this as a win-win?

•    How valuable could the CEO be in the process to find the replacement? Do you want him/her to play an active role, and would s/he be effective in this role, if properly motivated?

•    What are the risks if word gets back that a search is being conducted for a new CEO?

•    What are the risks that a disgruntled CEO could sabotage the search process? Agree to participate in interviewing, then blow candidates out of the water?

•    What effect will conducting the search in confidence have on the overall quantity and quality of candidates? On your ability to secure the best among these?

•    How and when do you expect to inform the CEO what’s going on?

•    What role will the departed CEO have in the transition process once the new CEO is named?

click here for more More…

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

CEO Peer Survey, August 2009 — Preparing for Recovery?

istock_000005846970xsmall

Below is the hyperlink to our latest CEO peers “speed-survey,” exclusively for growth-stage CEOs.  Topic– “Preparing for Recovery?”

http://surveys.polldaddy.com/s/D3642F14267CCC14/

We at BSG Team Ventures periodically take the temperature of the markets we serve. This speed survey is no more than 10 questions, simple multiple-choice.

Knowledge is power.  Aggregated peer-provided knowledge is “actionable power.”

We make an effort to survey only those who fit the category (in this case, sitting CEOs or board member/founders of technology/science-driven growth-stage companies). [Note, if you don't fit the aforementioned description, please refrain from responding.]

Feel free to forward to the qualified CEOs in your sphere of influence.  The more data generated, the more accurate the trend lines.

All responses are anonymous due to the web-based survey technology employed.

We will forward the survey results within the next two weeks to the email address on file.  Please let us know if there is another email address you wish us to send the results to as well.

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

Collective Intelligence Research Paper

August 7th, 2009

INmobile.org released their first collective intelligence research paper today, titled “Harnessing Collective Wisdom to Forecast the Near Future of Mobility.”

INmobile.org – Harnessing Collective Wisdom to Forecast the Near Future of Mobility Aug 2009

 

The Idea in Brief

 

A problem presents an opportunity: Periods of economic slowdown such as the one we are currently operating within offers us the unique and incredibly valuable opportunity to reflect upon past periods of expansion and prepare strategically about the upcoming period of recovery and growth.�This practice should be universal but often is not and too often the methodologies used are flawed, outdated, or both. The remarkable opportunity for assessment and planning may in part be unintentionally squandered when companies continue to rely upon the same perspectives and methodologies that have disappointed in the past regardless of where they are in the economic cycle.Previous techniques to forecast vary historically based upon cost and theory.Some rely upon internal perspectives, outside or analyst input, and market data.Often they range greatly in their level of sophistication, objectivity, and conjecture.While many remain valuable, they are perhaps too often relied upon.Here we begin to offer a more innovate and arguably more accurate means to acquire that knowledge.It is the tool of collective intelligence.

 

The idea of collective intelligence: Collective intelligence can perhaps be best understood as the intelligence which results�from the competitive collaboration of a group of individuals. Published in 2004, The Wisdom of Crowds � Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations by James Surowiecki argues that the aggregations of information in groups results in decisions that are better than those which could have been made by any single member of the group. In Surowiecki�s book, he argues that under the right circumstances, groups are remarkably intelligent and often smarter than the smartest individuals within them. When faced with a cognition problem such as, Who will win?, the idea of posing it to 100 experts was suggested as a collective �wisdom of the smart crowds exercise.As we currently seek to gain more informative and credible insights into the next five years of mobile technology, we should begin to take hold of this incredibly useful and adept tool called collective intelligence and apply it to the task.

 

The power of INmobile.org: INmobile.org is a private, global community of senior executives focused on mobility and convergence.This vital community of global wireless industry leaders enjoys both on-line and in-person events. Its private forum is fueled by a genuine and generous exchange of ideas, informed observations, timely information, empirical knowledge, and analysis.

 

The opportunity taken:In order to harness the collective intelligence and predictive abilities of INmobile.org, we interviewed one hundred senior executives from within this on-line community.We independently asked these executives the identical question during a one on one conversation and under similar circumstances.No previous conversations or predictions were referred to during these interviews in order to avoid the potential problem of group think.Based upon this methodology, it is our expectation that the whole of the INmobile.org community represented by these one hundred executives will show itself to be significantly more than the sum of its many parts.

 

The question:We posed the question, What industries will be most affected by the growth of wireless technology over the next five years? This question was suggested during the INmobile.org member reception held on March 31st at the Wynn Hotel in Las Vegas, NV.�Over 200 senior executives attended the private reception where the concept of �capturing the collective intelligence� of INmobile.org was initially discussed.

 

The executives who answered:�The identification and selection of the 100 interviewees was done in two stages.The initial selection targeted fifty senior executives to represent the vital components of the mobile ecosystem with the broadest and most relevant perspectives for this specific question.These included mobile carriers, handset OEMs, OS vendors, and mobility focused venture capital and private equity.A call to action was then sent out to the INmobile.org membership requesting additional participants in this research project. Those additional participants provided increased geographical reach and diverse areas of mobility.Telephone interviews were conducted from April to June of 2009 and were conducted by either Matthew Corbett or Mark Newhall.

 

The results:Consensus predicts industries most likely affected by mobility because the predictive likelihood is heightened if and when a majority of experts independently think the same industry will be affected. These findings have been aggregated and documented in the report.

 

 

 

For more imformation, contact Matthew Corbett at mcorbett@bsgtv.com or at 1-617-266-4333 x241.

 

www.bsgtv.com

www.inmobile.org

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

What Type of Leaders are Required to Outpace Your Competitors in a Recovering Economy

Competing Sports Cars Racing

A few months back in the New Yorker Magazine (May, 2009, http://www.newyorker.com/reporting/2009/05/11/090511fa_fact_gladwell ), Malcolm Gladwell penned a really interesting article on the subject of how underdogs-when they change the rules of the game-can beat stronger, bigger rivals. This is a story told many times over, starting with the Biblical story of David beating Goliath, which Gladwell uses in his article as the first of two fulcrums to work the concept out. The other fulcrum he uses is a girls basketball team on the West Coast that had as its coach a successful entrepreneur, Vivek Ranadivé, accustomed to innovating the rulebook to a start-up’s advantage as founder, Chairman and CEO of TIBCO Software, $1+B enterprise value publicly traded start-up success.

In the case of Gladwell’s article, the girls basketball coach was not given any special “talent” as an asset to build around. In fact, kids’ teams at younger ages are most often randomly assembled, with no “draft picking” involved. So, Randivé had to play with the hand he was dealt. He ended up with no tall girls, nor good shooters, just moldable clay, where a winning strategy would have to prevail over a special selection of talent.

In professional sports as well as business, however, coaches/CEOs get to pick their teams. And for business, there is no more crucial time to think about executive team-building than now. According to most analyst reports, markets are preparing for growth. The strongest competitors in each industry were the first to streamline operations at the beginning of the downturn and make sure their financial houses were in order. Now these leaner and meaner companies are looking to leapfrog their competition as recovery sets in. If a rising tide floats all boats, the top companies in each industry sector are looking for a way to rise at a faster rate than their weaker rivals. A recent McKinsey report framed this competitive dynamic, saying:

Roughly one in three industry leaders was toppled during the previous recession as attackers used the downturn to their advantage. Recent big acquisitions in sectors such as pharmaceuticals and information technology suggest that the current slump will be no different.

Our research shows that while all companies in an industry typically suffer during a recession, the performance gap between strong and weak rivals tends to widen. This gives strong players more opportunities to reshape their competitive environment. [http://blogs.harvardbusiness.org/hbr/hbr-now/2009/07/trend-to-watch-industries-taki.html]

But, how should these companies go about accelerating around the executive curve into the straight-away of economic expansion?

Sticking with basketball as a parallel for what one business can do to accelerate their rise over their peers, is it possible to consider hiring a superstar in a key area of the business?  A Michael Jordan of the Bulls, or Kevin Garnett of the Boston Celtics, or L.A. Lakers’ Kobe Bryant?  However, what should the latest definition of “superstar” be in light of all the change the recession has wrought in the business landscape?  McKinsey’s article went on to chronicle 10 key changes in the global competitive topography that are “must-be- aware-of’s” when re-engaging in strategic planning for the recovery in 2009 and beyond.  In July’s issue of Harvard Business Review, one answer is to bring on an executive with what Ron Heifetz and Marty Linsky call “adaptive leadership” ability-

The current economic crisis is not just another rough spell. Today’s mix of urgency, high stakes, and uncertainty will continue even after the recession ends….

Instead of hunkering down and relying on their familiar expertise to deal with the sustained crisis, people in positions of authority-whether they are CEOs or managers heading up a company initiative-must practice what the authors call adaptive leadership. They must, of course, tackle the underlying causes of the crisis, but they must also simultaneously make the changes that will allow their organizations to thrive in turbulent environments.

Adaptive leadership is an improvisational and experimental art, requiring some new practices.

[http://hbr.harvardbusiness.org/2009/07/leadership-in-a-permanent-crisis/ar/1 ]

The adaptive leader has a greater agility than other leadership types. The adaptive-leader type also allows for optimal breakthrough performance coming out of a down cycle.  Generic adaptive leadership is not enough, however.  You still need to figure out where you topgrade your executive team to best capitalize on the upside afforded in an executive change.  Do you seek this new “adaptive leader” for marketing, strategy, operations, sales? General management of one business unit that’s high growth versus another that’s slower growth but lower risk? Or is it in new product development, R&D, or international/global specialization?  At the risk of overplaying a metaphor, coming back to basketball for a moment, it’s interesting to note that each successful professional team has often been built around one “superstar” player, but not always playing the same position.   There are 3 traditional positions in basketball-guard (2), forwards (2), and a center.  Magic Johnson was a guard (point guard to be specific) and he took the Lakers to several championships.  A current L.A. Lakers superstar, Koby Bryant, as well as the Boston Celtics Paul Pierce are also guards.  However, Larry Bird and Julius “Dr. J” Irving were forwards.  And not to leave out the third successful superstar permutation, Shaquille O’Neal, Wilt Chamberlain, Kareem Abdul-Jabbar, and Patrick Ewing were all “superstar” centers who repeatedly drove their teams to pennant victories.

Once you identify where the biggest impact can be made via topgrading your current executive team, and you pre-select for a leader with proven adaptive leadership skills and experience, the final question presents itself-where are adaptive leaders most frequently bred?  Where should you look for them, what ecosystem have they been building there leadership toolbox within?

Our experience indicates that a disproportionate  number of adaptive leaders come from professional backgrounds they’ve honed in two specific stages of the company lifecycle-

different-leaders-for-different-companies-stages-bsgtv

At our firm, where we specialize in recruiting adaptive leaders, we’ve broadly referred to the executives who are best equipped at leading the green-highlighted columns above of emerging and growth-stage as “Builder-Leaders.” However, whether we refer to them as “builder-leaders” or “adaptive leaders,” their experiences creating and growing companies in these stages are the foundational criteria for success for those companies looking to outpace their competitors as we come out of a down cycle and head into the next growth phase.

The winning formula for extra-ordinary company performance in this next economic expansion is a combination of good internal executive assessment as to which role(s) will give you the biggest step-function impact if you topgrade them, and a key attribute of “adaptive leadership” in the new executive you bring. This is the very same leadership characteristic Malcolm Gladwell’s Vivek Ranadivé demonstrated when he was coaching his daughter’s basketball team to compete and win against the rest of their basketball league.

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

Vice President of Enrollment Management

Position: Vice President of Marketing and Enrollment

Management

Reports to: President

Location: Manchester, NH

Website: www.snhu.ed

Southern New Hampshire University trains intellectually and culturally enriched individuals to be successful in their careers and contribute to their communities.
SNHU’s educational philosophy challenges students’ intellectual potential and prepares them for professional lives in an ever-changing and increasingly interconnected world. It provides a supportive and close-knit learning community, delivering engaging instruction in a flexible variety of formats. Students develop the knowledge to understand a complex world, the skills to act effectively within that world and the wisdom to make good choices. They do so within a community of teachers, staff and peers that is encouraged to add its scholarly, creative and pedagogical contributions to the larger social good.”

THE COLLEGE

Founded in 1932 as the New Hampshire School of Accounting and Secretarial Science, Southern New Hampshire University was granted its degree-granting charter in 1963 and conferred its first bachelor’s degrees three years later. The college became a nonprofit institution under a board of trustees in September 1968; in 1969 its name was shortened to New Hampshire College.
Throughout the next three decades the college continued to grow through the addition of its Schools of Business, Community Economic Development, Education, Liberal Arts, and Professional and Continuing Education. During the ‘90s the college opened off-campus centers to better serve adult learners. Programs now are offered in Laconia, Manchester, Nashua, Portsmouth and Salem, N.H., and in Brunswick, Maine, as well as internationally through such schools as SIT in Malaysia.
A recent article in the Boston Globe describes SNHU’s efforts to lower the cost of high-quality education by offering a “low-frills”’ alternative to the campus-based experience.
SNHU Students Forgo Frills to Save Thousands
Today SNHU boasts a full- and part-time student enrollment of more than 6000 and a full-time faculty of 130; 40 degree-granting programs; a 300-acre campus on the Merrimack River; one of the largest and most dynamic online offerings in New England; and programs as diverse as culinary arts, public economic development, and language education. Students come from more than 23 states and 35 countries, with 80 percent of undergraduates living on campus. More…

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

The Anatomy of a Bankable Executive Team

istock-image-org-chart-drawing-woman1

We get hired to build early-stage executive teams by our clients every day. So we’ve seen our fair share of “team-building,” and much of what follows is likely intuitive to many.  It is a combination of our experience and the collective wisdom of more than two dozen early-stage venture capitalists in the North East who we asked the question, “What does a ‘bankable executive team’ mean to you?”

Consider these criteria common denominators, or universal norms for investability. They are by no means exhaustive or complete, as each investor has his or her own individual criteria he or she leverages in selecting portfolio companies.

First, some qualifiers.

¨      Different stages require bankable teams with different profiles: angel versus early stage versus later stage mezzanine/pre-IPO.

¨      Different value kernels drive greater emphasis on one part of the executive team or another.  For a deep science company in biotech, the chief scientist is going to carry greater scrutiny by investors.  This also holds true for a software or hardware company where the technology leader will carry a greater weight.

¨      Investors tend to look at where the risks lie-technology risk or market risk for example.  Something referred to as “execution risk” is all about the team being able to execute on the plan.

¨      Almost all VCs want to see a strong core team consisting of a serially successful CEO, a chief technologist with domain expertise in the area of the company’s product focus, and a veteran sales leader with a relevant rolodex and experience building a team that can score early customer wins.

¨      A strong board of directors, advisors, or scientific advisory board can help immeasurably, although won’t make up for significant lack of experience among the rest of the team.

However, the above is like describing human anatomy as two arms and legs, a head and a torso.  To drill down to more specific details, the grid below outlines the bankable team by function, team, and other characteristics.

The overwhelming preference by investors regarding “bankability” is an “experienced team.”  The majority of VCs we talked to cited their number one concern as experience; those deals that get a ‘hard look’ have this fact in common.  When asked what percentage of all business plans they receive have requisite experience on the team however, the number is well under half.   And we all know that deals get done with first-time teams, even in this difficult financing environment.

Some of the other characteristics-when combined in the right amount and order-that are considered important criteria when an investor looks at financing a start-up team are listed below.

One VC actually tried to capture the essence of a bankable team with a mnemonic-FIRVOC: More…

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print

Metrics of a Successful Executive Hire

One of the big questions clients, executive search firms, and even executive candidates often try to answer is, “Was the executive I hired a successful hire?”

Metrics might include:

•     Are they still in the seat 6, 12, 18, 24 months in?

•      Or, have they been promoted within X months to a position of greater responsibility?

•     Or, would it be better to measure them against other metrics more specific to the role for which they were hired, like an executive’s MBOs (management by objectives list) or how much of their bonus potential they earned in the first year.

In the book,  The Wisdom of Crowds (http://www.randomhouse.com/features/wisdomofcrowds/ ) , the assertion is made that if you get 100 or more individuals knowledgeable about a certain area to weigh in, there is predictive intelligence created.  The poll below aims to achieve that, and share it back as “leadership catalysts” in our role as retained executive search practitioners.

Please pick 3 from the below that are the most important to you as leader in your organization.  Perhaps picking the #1 or #2 appears self evident, but the #3 might be a bit more interesting to figure out and share with others.

Share and Enjoy:
  • Twitter
  • Facebook
  • Digg
  • del.icio.us
  • LinkedIn
  • StumbleUpon
  • RSS
  • Reddit
  • Google Bookmarks
  • Print
« Older Posts