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jerryking : overambitious   7

Canada must fill three gaps to reach its high-growth future - The Globe and Mail
Contributed to The Globe and Mail
Published Friday, Nov. 27, 2015

While Canada is roundly – and rightly – envied for its solid economy and how it withstood the financial crisis, we have three gaps to fill if we are going to continue to prosper and be leaders among the advanced economies.

First, I believe we need to do a better job of building the intellectual capital and skills necessary to fuel innovation and execute in a modern economy.

Second, we need to ensure our innovative entrepreneurs are able to attract both the formation and sustainability capital necessary to commercialize new ideas into valuable products and services.

Third, we need to ensure that we build an innovative ecosystem that effectively encourages and nurtures that development......Actually, some troubling issues lie behind those positive numbers:

* We have a much lower proportion of graduates in the all-important STEM sectors – science, technology, engineering and mathematics – than 22 other OECD countries.
* Only about 20 per cent of our graduates are from those disciplines.
* Postsecondary graduates rank 19th of 21 in numeracy, 18th of 21 in literacy and 14th of 18 in problem-solving skills.

We’re talking about the very people and very skills we need to need to lead Canada in innovation and create the high-value jobs for the future.

In effect, a postsecondary education is simply not enough in today’s modern economy. Our students, by and large, are choosing an educational path geared toward acquiring credentials rather than skills acquisition and what the labour market needs.

So, what do we need to do?....
(1) promote education choices that match the needs of the job market.
(2) promote policies and models to support emerging industries that focus on creating solutions in the global supply chain as opposed to just building products.

Canadians are no strangers to discovery and innovation, but today’s innovation ecosystem is highly complex. Far too many Canadian high-tech startups get bought out before they have a chance to grow. They often sell out before attaining their true potential.

When small and mid-sized startups are sold, the country is weaker for it.

Why? Because the really smart innovators never stop. After a successful sale, many are back the next day looking for the next opportunity and dreaming of the next big discovery. And retaining highly paid head-office jobs in Canada rather than seeing them farmed out elsewhere will help spread those benefits to the broader economy.
Canada  Canadian  future  CIBC  CEOs  high-growth  innovation  innovation_policies  policy  labour_markets  start_ups  sellout_culture  STEM  intellectual_capital  think_threes  smart_people  overambitious  policymaking  head_offices  ecosystems  digital_economy  Victor_Dodig 
may 2016 by jerryking
The Broadwell Recognition | Daniel W. Drezner

the David Petraeus/Paula Broadwell story is the ultimate pundit Rorschach Test. Whatever axe one had to grind against the foreign policy community prior to the story breaking, Petraeus and Broadwell merely sharpens it. It’s evidence about the sexism and double-standards at play in Washington! It shows the insularity and kiss-assedness of the foreign policy community!! It shows that COIN doesn’t work, or that Petraeus was a big phony!!

....a lesson that can be drawn from this for those young, impressionistic aspirants to positions of foreign policy not, under any circumstances, think of a Ph.D. as merely a box to be checked on the way to power and influence in Washington....... Petraeus both benefited from and propagated the desire to develop "officer-intellectuals" within the military........West Point’s social science department, where Petraeus had taught in the mid-1980s. The department, known as “Sosh,” was founded just after World War II by a visionary ex-cadet and Rhodes Scholar named George A. “Abe” Lincoln. Toward the end of the war, as the senior planning aide to Army Chief of Staff Gen. George Marshall, Lincoln realized that the Army needed to breed a new type of officer to help the nation meet its new global responsibilities in the postwar era. This new officer, he wrote to a colleague, should have “at least three heads—one political, one economic, and one military.” He took a demotion, from brigadier general to colonel, so he could return to West Point and create a curriculum “to improve the so-called Army mind” in just this way: a social science department, encouraging critical thinking, even occasionally dissent.

Lincoln also set up a program allowing cadets with high scores in Sosh classes to go study at a civilian graduate school, with West Point paying the tuition. In exchange, the cadets, after earning their doctorates, would come back and teach for at least three years. Once they fulfilled that obligation, Lincoln would use his still-considerable connections in Washington to get them choice assignments in the Pentagon, the State Department, the White House, a foreign embassy, or a prestigious command post......some scholar-officers rate as being among the best that the military has to offer, and offer a necessary bridge between the scholarly and martial worlds. On the other hand, some of them are there precisely because they see the Ph.D. as a ticket to be punched on the way to something greater. And these are the ones who will usually flail about miserably.......Here's the thing about sub-par doctoral students: 95% of them will not earn a Ph.D. — and most of the rest who do get it will only have done so by finding the most pliant dissertation committee alive. Ambition and intelligence can get someone through college and a professional degree. It can even get someone through Ph.D.-level coursework. What it can’t do is produce an above-the-bar dissertation......For people who have succeeded at pretty much everything in life to that point, a Ph.D. seems like just another barrier to transcend. It’s not. Unless you are able to simultaneously love and critically dissect your subject matter, unless you thrive in an environment where people are looking forward to picking apart your most cherished ideas, you won’t finish......As someone who has advised readers on the relative merits of getting a Ph.D., it’s worth pointing out — repeatedly — that getting a Ph.D. is not for everyone. If there isn’t an idea or a question that truly animates you, if you think of a Ph.D. as merely a ticket to be punched, then know the following: you are looking at a half-decade of misery with nothing to show for it in the end except a terminal masters degree.
academia  Colleges_&_Universities  David_Petraeus  fast_track  high-achieving  invitation-only  KSG  leadership  leadership_development  lessons_learned  overambitious  Paula_Broadwell  PhDs  scandals  scholars  scholar-officers  West_Point 
november 2012 by jerryking
The Young & Restless of Technology Finance
November 1993| The Red Herring | Anthony B. Perkins.

We think that marketing is everything. We try to help our companies figure out what is going to set them apart. We encourage companies to define their biggest risks-up front, work hard to put the risks behind them, and then move forward with very innovative marketing...During the interview process, you see whether entrepreneurs have passion and tenacity. The hardest thing to determine is their ability to stick-to-it. Entrepreneurs need to be very dynamic, wi11ing to adjust. And that's why an important part of our process is checking references, we have to be convinced the entrepreneur has never give up, even when things get tough. In other words, when Plan A work, because Plan A never works, we like to hear entrepreneurs say "That's O.K.,Plan B is on its way. I've twisted this valve and turned this knob and I really think we've figured it out." What we don't like to hear is "Well,it didn't work out...sorry." We also like to see entrepreneurs who are singularly focused on building -great products that fill distinct market needs. We are less interested in people who like nice digs, hype,and PR.

Moritz: ‘We have a very tight on making sure there is a sizable market opportunity in front. of us before we make an investment. We are much more focused on market growth potential and the ability for a company to reach a market successfully and profitably. We have also demonstrated as a firm and individually the ability to get companies off the ground with a small amount of fuel. We like to start wicked infernos with a single match rather than two million gallons of kerosene. This is clearly a differentiated way of getting a company put together. This approach has terrific benefits for the people who start the companies and for all our limited partners. You might say that we have a morbid fascination with our ROI, as opposed no the amount of dollars we put to work. And this is a very different message than you get from a lot of other venture firms.
The: HERRING: How often does a Sequoia partner actually go in and help operate a company?

Moritz: Pierre is the great unsung hero of Cisco Systems. He spent a tremendous amount of time at the company. working behind the scenes helping to make sure the engineering department was designing and getting new products to market. People don't realize the significant contribution Pierre made to Cisco because Don's name is on the hubcaps as the chairman of the company. The ability we have to help operate companies is a useful tool in our arsenal.

The HERRING: Sequoia's image on the streets of Silicon Valley is that you are the Los Angeles Raiders of venture capital--the tough guys who are quicker than the other firms to boot the CEO or pull the financial plug.
Moritz: We are congenitally incapable of pouring good money after bad. Some people. for their own will thrust us into a position to be harbingers of bad new to management, which is all right. But we do not want to continue propping up a company if we think its chances for success have evaporated. We would be wasting our money as individuals and wasting the money of our limited partners. There have been very few instances where we decided to stop funding a company and have regretted it.
The HERRING: What ’s the hardest part of your job?
Moritz: We usually don't make mistakes when it comes to assessing market opportunity. And we are reasonably accurate in predicting how long it will take to bring a product to market. The great imponderable is to judge accurately and predict how well a president is going to be able to run the business. It is easy to mistake the facade for reality
The HERRING: ‘What characteristics does Sequoia look for in a company president?
Moritz: Frugality, competitiveness. confidence, and paranoia.
venture_capital  vc  howto  Kleiner_Perkins  Sequoia  career_paths  Michael_Moritz  no_regrets  endurance  frugality  competitiveness  paranoia  self-confidence  market_sizing  market_windows  team_risk  market_opportunities  ambitions  large_markets  sticktoitiveness  entrepreneur  perseverance  indispensable  Plan_B  off-plan  champions  reference-checking  unknowns  assessments_&_evaluations  opportunities  unsentimental  wishful_thinking  illusions  overambitious 
july 2012 by jerryking
Who gets the money: 'aggressive, hungry and paranoid' - The Globe and Mail
MARK EVANS | Columnist profile
Special to Globe and Mail Update
Published Friday, Mar. 02, 2012

there is financing available for “aggressive, hungry and paranoid” entrepreneurs who want to change the world. The problem is that there aren’t enough of those kinds of entrepreneurs in Canada....“Venture capital is made for people who are very ambitious, people who want to make a dent in the world, eat someone’s lunch, and want to disrupt someone’s business. That attitude, we don’t have enough of in Canada.”
iNovia  venture_capital  vc  entrepreneur  change_agents  disruption  mindsets  paranoia  ambitions  Mark_Evans  aggressive  frugality  pitches  thinking_big  champions  competitiveness  self-confidence  overambitious  staying_hungry  torchbearers 
march 2012 by jerryking
Terry Fox and the marathons yet to come
Sep. 20, 2010 | The Globe and Mail | Editorial . Terry's run,
a marathon a day for an astounding 143 days, which ended 30 years ago
this month when his cancer returned, offers many practical lessons. The
first lesson is to have a bullheaded belief in oneself. The second
lesson is that seemingly impossible was built on a thousand small
tasks.. The third lesson is to have a purpose larger than oneself. The
fourth lesson is in overcoming pain, or any large obstacle to meeting
one’s goals -- the power of grit, determination and courage. The fifth
lesson is that no foe is too big to fight. The sixth lesson is that
anyone who subscribes to the first five lessons can do it. Terry Fox was
what people sometimes call, clumsily, an ordinary Canadian. He was not
rich; his parents were not famous.
Canadian  cancers  consistency  courage  determination  editorials  grit  heroes  lessons_learned  marathons  overambitious  perseverance  persistence  purpose  self-confidence  small_wins  Terry_Fox 
september 2010 by jerryking
Thinking bigger
Posted by Seth Godin on September 19, 2008

The bigger point is that none of us are doing enough to challenge the assignment. Every day, I spend at least an hour of my time looking at my work and what I've chosen to do next and wonder, "is this big enough?.... What are you doing to go beyond the expectations...Thinking bigger isn't about being bigger. It's about changing the game. Do what you've always done and you'll get what you've always gotten....Yesterday, I was sitting with a friend who runs a small training company. He asked, "I need better promotion. How do I get more people to take the professional type design course I offer at my office?" My answer was a question, as it usually is. "Why is the course at your office?" and then, "Why is it a course and not accreditation, or why not turn it into a guild for job seekers, where you could train people and use part of the tuition to hire someone to organize a private job board? You could guarantee clients well-trained students (no bozos) and you could guarantee students better jobs... everyone wins."

I have no idea if my idea for the training company is a good one, but I know it's a bigger one.
Seth_Godin  inspiration  overdeliver  chutzpah  individual_initiative  expectations  upselling  thinking_big  scaling  ideas  creating_valuable_content  overambitious  new_categories  game_changers  Play_Bigger 
july 2009 by jerryking
Seth's Blog: And from the Russian judge...
More good stuff from Seth Godin. Sticking to it to get a task
done! When VC firms look for entrepreneurs on whom to risk their money,
they aren't searching for a great idea, or even great credentials. No,
what they're searching for is this: the certainty that the person who
brings them a business idea is going to carry the torch for that idea as
long as it takes, that the idea will get passed on, and that the
business will make it across the finish line-- torchbearers.
Torchbearers are people with that rare skill, the ability to dig deep
when the need arises -- to get past the short-term pain and to pull off
an act that few would have believed possible.
Seth_Godin  perseverance  indispensable  leadership  torchbearers  entrepreneur  venture_capital  vc  grit  certainty  character_traits  champions  overambitious 
september 2007 by jerryking

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