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April 07, 2006

Comments

Your post appeared in The May Report today. Ron has another comment on Steve's POV from 2/10/06.

>>> A recent study from UofC points out that when choosing to bet on the
horse (business model) or the jockey (managers), one should bet on the horse first, as Jockeys can be found and replaced <<<

Entrepreneurs *AREN'T* "managers". Entrepreneurs are the *ARTISTS* of the business world. The manager of The Art Institute can be replaced seamlessly; "Nighthawks" by Edward Hopper cannot and neither can he.

It is a *SERIOUS* error to think of entrepreneurs as being a fungible commodity!

An entrepreneur is someone who creates an idea out of thin air and then -- unlike 99% of the other people who say "what if" -- implements the idea, turning nothing into something real. That is art and sorcery -- nothing short thereof, make no mistake.

An entrepreneur isn't some jamoke who has $400K to buy into a Krispy Kreme franchise; he's the guy who said let's make and sell a premium donut.

An entrepreneur isn't some guy with financing who buys and then runs an existing business (unless he then uses it as a platform for radical change/growth).

An entrepreneur isn't a guy who leaves his law firm and hangs out his own shingle.

A MANAGER is someone who manages that which was at some point in the near or distant past conceived and implemented by an entrepreneur. A manager can be someone with a HS diploma running a White Hen, or an MBA running something slightly more challenging. The job of the manager in both of these cases -- from one extreme to the other -- is to manage.

There are bad managers (who really shouldn't be called "managers" because if they're bad they're not managing). There are good managers. And then there are great managers.

Great managers aren't jockeys either. They aren't fungible. Great managers get paid *VERY* well.

A *GOOD* entrepreneur is even more rare than a *GREAT* manager. It therefore follows that we should place an even higher premium on the talents of decent to great entrepreneurs, so -- NO! -- I *DON'T* think this point is being overemphasized.

Maybe the question needs to be reframed however: Is it really that there is a dearth of entrepreneurial talent here in Chicago?

Or is it that the Chicago establishment (a) wants to think of entrepreneurs as fungible jockeys; (b) hasn't yet learned to identify entrepreneurial talent until after the fact; (c) doesn't want to pay entrepreneurial talent the financial premium it justly deserves.

This is a great way to look at the debate. My thinking is as follows and, I think, is where Steve was going with his analysis. If the market is either a) not large enough or b) not ready to adapt, it doesn't matter who is running the business. As they say, you are rearranging deckchairs on the Titanic. So, the horse is the precursor. I would argue that we get burned more often in the venture business from missing the timing or readiness of the market than anything else.

However, as Jim Clark said, great companies are willed into existence. Assuming the market is ready, it is the best connected, most responsive and most determined management teams that take the spoils in the end. You know when you are around a great entrepreneur because they excel at execution.

I also don't think there is a complete dearth of talent here...they are harder to see as they keep a low profile. They are here, but you need to look hard to find them.

If you read his study, you'll see that Kaplan stacks the deck, deliberately or not. See my critique http://www.midwestbusiness.com/news/viewnews.asp?newsletterID=13633

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  • For many entrepreneurs, the venture world is needlessly opaque and confusing. Venture capital is both art and science with karma mixed in. With a synchronistic twist, this blog will try to shed light on the world "behind the curtain" as well as how key entrepreneurial lessons are mirrored in everyday life.

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