A Quote by Marc Benioff
I'm amazed by the potential of more companies employing integrated philanthropic initiatives at earlier stages in their life cycle. What if this were done on an even more massive scale? Consider what would happen if a top-tier venture-capital firm required the companies in which it invested to place 1% of their equity into a foundation serving the communities in which they do business.
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I've probably done more venture capital deals and expansion financings than I have done private equity deals. But both are the same. Private equity companies have also built jobs.
I delivered lectures, and I was also a consultant for international companies in finance, both private equity and big venture capital funds.
Nominally, I stated a company. Practically, it's a venture capital firm that allows me to be an investor in early stage companies.
When there were not very many Internet companies, the supply of Internet companies to the market was small and the appetite for them was large. Therefore, if you were in the business of creating Internet companies in 1996-98, you had a market that provided massive demand for that.
Employing more women at all levels of a company, from new hires to senior leaders, creates a virtuous cycle. Companies become more attuned to the needs of their female employees, improving workplace culture while lowering attrition.
As a small business or startup, one of the factors you should always consider when looking at a potential partnership is the incremental potential reach. Note that wider reach doesn't always mean a better partnership opportunity. Instead of sheer scale, take a look at which communities your potential partner can open up for you.
If you think about companies that were built in Silicon Valley, a lot of them early on were chip companies. And now the companies that are there, like Apple, are much more successful than any of the chip companies were.
Imagine if the pension funds and endowments that own much of the equity in our financial services companies demanded that those companies revisit the way mortgages were marketed to those without adequate skills to understand the products they were being sold. Management would have to change the way things were done.
When this crisis began, crucial decisions about what would happen to some of the world's biggest companies - companies employing tens of thousands of people and holding trillions of dollars in assets - took place in hurried discussions in the middle of the night. We should not be forced to choose between allowing a company to fall into a rapid and chaotic dissolution or forcing taxpayers to foot the bill.
ICG wasn't an index fund so much as a collection of venture-capital investments focused on so-called business-to-business Internet companies.
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The story started over a decade ago when I ran Hermitage Capital Management, the largest investment firm in Russia. I was very successful, but when I started to complain publicly about corruption at the companies in which my fund invested, President Vladimir Putin had me expelled from the country and declared a threat to national security.
Even companies with big resources were not creating spaces supportive of their teams. We see that in creating those types of spaces, there is an amazing human potential for excitement and happiness. Especially among companies trying to serve a younger, more innovative workforce.
Northleaf is delighted to have been chosen to manage the new fund. We look forward to implementing the fund's long-term strategy of constructing a portfolio of high-potential venture capital funds with the scale and resources to execute their plans, support successful high-growth companies and deliver world-class returns.
Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.
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