INSIGHTS

Most accelerator programs have a mentor problem that isn't actually a mentor problem. The mentors are talented and founders are showing up to office hours. What's missing is the thing mentors need to do their best work: a clear picture of the team working alongside the founder. Even the most experienced mentors will find it hard to advise a founder if they aren’t clear on who is wearing multiple hats, where the gaps are, and whether the team's current shape fits the actual s

Most corporations are prolific innovators. They run innovation programs – design thinking, agile development, incubators, pilots, labs, entrepreneurs in residence – as proof that they are thinking ahead to the cutting edge, planning for a bright future of breakaway success. And yet, for all the activity, these programs don’t deliver measurable, sustainable growth. After decades observing corporate innovation programs, it became clear leaders too often misunderstand the levers

The room was packed. Dozens of founders eagerly listen to a few startup veterans, hoping to unlock the secret to finding the perfect co-founder. This was easily among the most well attended mentor sessions at StartupFest, a gathering of early-stage entrepreneurs and seasoned mentors asking questions and sharing expertise over three days in Montreal in early July. The questions turned on finding the right fit, a natural chemistry, a complimentary skill set. Can you work togeth

Venture leaders say team is everything. And, they mean it. Right up until the moment they actually do diligence. Then other factors take over. Do the founders have a relevant background? Have they had previous exits? Do I know someone who knows them? Somewhere between the financial model and the market map, the question of “how these people actually function as a team” drops off the list. This is a missed opportunity, not a failure of intention. Accelerators and venture inves