Review by Choice Review
The Founder's Dilemma has virtually nothing in common with Clayton Christensen's famous The Innovator's Dilemma (1997), despite the common titling and a Harvard connection. Wasserman (Harvard Business School) presents a series of entrepreneurship vignettes and case studies, drawn from a massive 10,000-founder survey he created. Due to the size of this business start-up survey, several of the stories, including accounts from founders of Blogger, Sittercity, and SmarTix, should prove fresh to readers. Much of the advice in the book governs key decisions founders have to make (e.g., about raising money) and factors that can cause decisions to turn out well or badly. While much of the advice has been documented elsewhere (such as in Jeffrey Bussgang's Mastering the VC Game, CH, Sep'10, 48-0368), this work includes valuable, unique content. For example, Wasserman's case study of Lew Cirne and Wily Technology provides an eye-opening account of involuntary succession planning, which would be of real value to founders seeking potential equity investors. Similarly, Wasserman's examination of the trade-offs between wealth and control identifies issues founders ought to discuss with potential investors. Most business founders seeking investors could benefit from reading this work. Summing Up: Highly recommended. Practitioners and entrepreneurial studies collections, upper-division undergraduate and up. J. J. Janney University of Dayton
Copyright American Library Association, used with permission.
Review by Publisher's Weekly Review
In this seminal work on the startup phase of the entrepreneurial venture, Harvard Business School professor Wasserman shares his findings from a decade of research on common issues faced by founders. The author not only addresses the traditional issues of entrepreneurship such as startup capital, equity agreements, and compensation, but also delves into human capital issues, tackling meaty topics, such as founder motivation, early influences, and the pros and cons of starting a business with a family member, significant other, or friends (as well as the probability of success under various scenarios). With a research-driven approach and scholarly tone, this hefty text escapes the tediousness that characterizes some academic works through the use of anecdotes about real-life founders, each very different, whose stories are woven through the chapters. Also peppered throughout are observations of such well-known entrepreneurs as Apple's Steve Jobs and Steve Wozniak, and Microsoft's Paul Allen. Sure to be required reading in business school curricula, this illuminating and captivating read will also appeal to aspiring entrepreneurs or founders who want to make better decisions in existing ventures. (Apr.) (c) Copyright PWxyz, LLC. All rights reserved.
(c) Copyright PWxyz, LLC. All rights reserved
Review by Library Journal Review
Many unsuccessful business ventures blame external factors when assessing their own failure. Wasserman (business administration, Harvard Business Sch.) takes a decidedly different approach, investigating the lesser-known, internal pitfalls that can derail new businesses. Beginning with the premise that most failed fledgling businesses succumbed to "friendly fire or self-inflicted wounds," Wasserman expertly takes readers through the most common dilemmas that dog startups and demonstrates ways to encourage success and longevity. Topics discussed include the tricky dynamics of teams, interpersonal relationships, job roles, hiring, investors, and the personalities of founders themselves. Woven throughout the lessons are relevant stories about individuals who faced startup challenges and how those challenges were resolved. Wasserman examines the practices of the founders of Blogger and Twitter and other well-known business people. VERDICT Ten years of extensive research combined with winning case studies make this a trustworthy source not only for the potential startup owner but also for the classroom.-Poppy Johnson-Renvall, Central New Mexico Community Coll., Albuquerque (c) Copyright 2012. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
(c) Copyright Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
