newPIC

@EURAM_BXL propose un événement dans le cadre du Dialogue avec les praticiens, organisé par @dwv13 à @Psbeduparis. Travaux des chaires @cnewpic et Living Health de PSB, et keynote par @IDAideaslab, @JPBertok, @G_Rousson, A Toledano. Inscription: sante2024.newpic.fr

Florence, Italy

“How does the theory deal with agency, or structure, or culture, or temporality, or power, or [some other abstract noun]?” 🤔 Great provocative paper by Kieran Healy on "Fuck Nuance" (👉🏾 journals.sagepub.com/doi/epub/10.11…)

Florence, Italy 🇮🇹 📸:@donamtykl_

Evening..🍂

Paper-thin, paper-like, and in color. reMarkable Paper Pro.

Mettre l'université entrepreneuriale au coeur d'un écosystème d'innovation. Article avec @VMerindol dans le cadre des travaux de la chaire @cnewpic de @Psbeduparis. Recherche financée par @Bpifrance Deeptech. Le lien avec la politique publique des PUI est explicite...

@NicolaiFoss In short: there is a lot of interesting work (OK, I cited mostly mine because that's what I know) on when, where, and how founders should intervene directly as opposed to delegating to professional managers. I like the term "founder mode" but the ideas are not new! 8/8

@NicolaiFoss Founder mode is hard, and some founders do it better than others. Following Alchian, we say that founders/owners differ in "ownership competence," which includes knowing what, when, and how to exercise something like founder mode. 7/ onlinelibrary.wiley.com/doi/10.1002/sm…

@NicolaiFoss A skilled owner knows when to jump into founder mode (hint: it's not all the time) and when and what to delegate. On average, most founders probably spend too much time in founder mode! Contrary to myth, flatter is not always better. 6/ hachettebookgroup.com/titles/nicolai…

In @NicolaiFoss's and my terminology, founder-owners exercise residual decision authority, what we call "original judgment," while professional managers exercise proximate authority or "derived judgment" that is granted to them by owners. 5/ journals.sagepub.com/doi/abs/10.117…

What Paul calls "founder mode" sounds to me like "owner mode" because he implicitly assumes the founder is not just a bold and charismatic leader who helped start the company but someone with formal authority today - something that normally comes with ownership. 4/

A good place to start is Jensen's famous 1989 piece on private equity. He's talking about LBOs but his active vs. passive ownership framing is helpful and general. Non-owner professional managers play a fundamentally different role than owners. 3/ hbr.org/1989/09/eclips…

Paul says there are "no books specifically about founder mode" and business schools "don't know it exists." Ackchyually.... There's a lot of work on organizational design - authority and delegation, active ownership, the role of founders - across the life cycle. Buckle up! 2/

Lot of discussion this week on what Paul Graham calls "founder mode," by which he means the founder's active participation in strategic and operational decisions, even once the company grows and matures. 1/ paulgraham.com/foundermode.ht…

Nouvelle étude proposée par @cnewpic (@VMerindol @DWV13 et N Aubouin), commandée par @CEA_Officiel / DRT sur l’open lab Y.SPOT, dispositif d’innovation ouverte pour la deeptech. A télécharger sur yspot.newpic.fr

Quand le pilote est fan de Terminator

Mais quel est donc cet étrange oiseau orange ? Et bien c’est goéland britannique tombé accidentellement dans une cuve de curry ! Le goéland qui voulait attraper un morceau de viande 🥩 a plongé dans la cuve, ressortant plutôt « épicé 🌶️ » 😂👇🏻 theguardian.com/environment/20…

In 1977, @Nike executive Rob Strasser typed a list of 10 company “principles." Sales was $29 million with less than 1,000 employees. It had yet to go public. Dangers: Bureaucracy Personal ambition Energy takers Knowing our weaknesses Don’t get too many things in the platter

JAL to Establish New Company ‘JAL Innovation Lab’ on July 1 en.traicy.com/posts/20240615…