{"product_id":"startup-communities-9781119617655","title":"Startup Communities","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eFirst published in 2012, \u003ci\u003eStartup Communities\u003c\/i\u003e became a blueprint for what it takes to build a supportive entrepreneurial community. Now regarded as a classic, the Boulder Thesis created and popularized by Feld within the book generated enormous media attention nearly a decade ago.\u003c\/p\u003e \u003cp\u003eAt that time, Boulder was an emerging startup laboratorya hub of innovation building new tech businesses. It quickly accelerated into a world class ecosystem for entrepreneurs. Boulder''s entrepreneurial density, combined with the geographic concentration of entrepreneurial activity around the Boulder downtown core, made it a hotbed of startup activity. Feld was and is still there, as a keen observer and one of its leaders. As he notes simply in the new edition, \u003ci\u003ehumans are wired to start things\u003c\/i\u003e.\u003c\/p\u003e \u003cp\u003eIn a sense, that short Feld-ism accurately describes the startup revolution still taking hold throughout the world. Boulder is proof that innovation can happen anywhere, in any city. Than\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eForeword xiii\u003c\/p\u003e \u003cp\u003eIntroduction to the Second Edition xvii\u003c\/p\u003e \u003cp\u003ePreface xxi\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter One Introduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Example of Boulder 2\u003c\/p\u003e \u003cp\u003eHow This Book Works 3\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Two The Boulder Startup Community 5\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBoulder as a Laboratory 6\u003c\/p\u003e \u003cp\u003eBefore the Internet (1970–1994) 7\u003c\/p\u003e \u003cp\u003ePre-Internet Bubble (1995–2000) 9\u003c\/p\u003e \u003cp\u003eThe Collapse of the Internet Bubble (2001–2002) 11\u003c\/p\u003e \u003cp\u003eThe Beginning of the Next Wave (2003–2011) 14\u003c\/p\u003e \u003cp\u003eAn Outsider’s View of Boulder in 2012 16\u003c\/p\u003e \u003cp\u003eThe Next Wave (2012–2020) 19\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Three Principles of a Vibrant Startup Community 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHistorical Frameworks 21\u003c\/p\u003e \u003cp\u003eThe Boulder Thesis 25\u003c\/p\u003e \u003cp\u003eLed by Entrepreneurs 25\u003c\/p\u003e \u003cp\u003eLong-Term Commitment 26\u003c\/p\u003e \u003cp\u003eFoster a Philosophy of Inclusiveness 27\u003c\/p\u003e \u003cp\u003eEngage the Entire Entrepreneurial Stack 28\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Four Participants in a Startup Community 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEntrepreneurs 34\u003c\/p\u003e \u003cp\u003eGovernment 36\u003c\/p\u003e \u003cp\u003eUniversities 38\u003c\/p\u003e \u003cp\u003eInvestors 42\u003c\/p\u003e \u003cp\u003eMentors 43\u003c\/p\u003e \u003cp\u003eService Providers 45\u003c\/p\u003e \u003cp\u003eLarge Companies 46\u003c\/p\u003e \u003cp\u003eThe Importance of Leaders, Feeders, and Instigators 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Five Attributes of Leadership in a Startup Community 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBe Inclusive 49\u003c\/p\u003e \u003cp\u003ePlay a Non-Zero-Sum or Positive-Sum Game 51\u003c\/p\u003e \u003cp\u003eBe Mentorship Driven 52\u003c\/p\u003e \u003cp\u003eHave Porous Boundaries 55\u003c\/p\u003e \u003cp\u003eGive People Assignments 56\u003c\/p\u003e \u003cp\u003eExperiment and Fail Fast 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Six Classical Problems 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Patriarch Problem 61\u003c\/p\u003e \u003cp\u003eComplaining About Capital 63\u003c\/p\u003e \u003cp\u003eBeing Too Reliant on Government 66\u003c\/p\u003e \u003cp\u003eMaking Short-Term Commitments 67\u003c\/p\u003e \u003cp\u003eHaving a Bias Against Newcomers 68\u003c\/p\u003e \u003cp\u003eAttempt by a Feeder to Control the Community 69\u003c\/p\u003e \u003cp\u003eCreating Artificial Geographic Boundaries 71\u003c\/p\u003e \u003cp\u003ePlaying a Zero-Sum Game 72\u003c\/p\u003e \u003cp\u003eHaving a Culture of Risk Aversion 73\u003c\/p\u003e \u003cp\u003eAvoiding People Because of Past Failures 74\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Seven Activities and Events 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eYoung Entrepreneurs Organization 78\u003c\/p\u003e \u003cp\u003eOffice Hours 80\u003c\/p\u003e \u003cp\u003eBoulder Denver New Tech Meetup 82\u003c\/p\u003e \u003cp\u003eBoulder Open Coffee Club 87\u003c\/p\u003e \u003cp\u003eStartup Weekend 90\u003c\/p\u003e \u003cp\u003eIgnite Boulder 92\u003c\/p\u003e \u003cp\u003eBoulder Beta 95\u003c\/p\u003e \u003cp\u003eBoulder Startup Digest 97\u003c\/p\u003e \u003cp\u003eCU New Venture Challenge 100\u003c\/p\u003e \u003cp\u003eEntrepreneurs Foundation of Colorado 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Eight The Power of Accelerators 107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Spread of Techstars to Boston and Seattle 109\u003c\/p\u003e \u003cp\u003eTechstars Expands to New York 111\u003c\/p\u003e \u003cp\u003eTechstars Today 113\u003c\/p\u003e \u003cp\u003eAccelerators Are Different than Incubators 114\u003c\/p\u003e \u003cp\u003eUniversity Accelerators 115\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Nine University Involvement 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSilicon Flatirons’ Networked Approach 120\u003c\/p\u003e \u003cp\u003eOrganizing the Components of University Entrepreneurship 124\u003c\/p\u003e \u003cp\u003eOther Campus Initiatives That Affect Startup Communities 126\u003c\/p\u003e \u003cp\u003eThe Real Value—Fresh Blood into the System 129\u003c\/p\u003e \u003cp\u003eChallenges and Responses for University\u003c\/p\u003e \u003cp\u003eEntrepreneurship Programs 137\u003c\/p\u003e \u003cp\u003eThe Power of Alumni 141\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Ten Contrasts between Entrepreneurs and Government 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSelf-Aware versus Not Self-Aware 144\u003c\/p\u003e \u003cp\u003eBottom Up versus Top Down 145\u003c\/p\u003e \u003cp\u003eMicro versus Macro 146\u003c\/p\u003e \u003cp\u003eAction versus Policy 147\u003c\/p\u003e \u003cp\u003eImpact versus Control 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Eleven How Large Corporations Can Help 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStart by Linking to Corporate Innovation Initiatives 150\u003c\/p\u003e \u003cp\u003eSupport, Convene, Consume, and Engage 151\u003c\/p\u003e \u003cp\u003eSelf-interest is Good 153\u003c\/p\u003e \u003cp\u003eThink About Talent Appropriately 154\u003c\/p\u003e \u003cp\u003eReinvestment in Your Community 155\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Twelve The Power of the Community 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGive Before You Get (#GiveFirst) 161\u003c\/p\u003e \u003cp\u003eEveryone is a Mentor 163\u003c\/p\u003e \u003cp\u003eEmbrace Weirdness 163\u003c\/p\u003e \u003cp\u003eBe Open to Any Idea 164\u003c\/p\u003e \u003cp\u003eBe Honest 164\u003c\/p\u003e \u003cp\u003eGo for a Walk 166\u003c\/p\u003e \u003cp\u003eThe Value and Cost of an After-Party 168\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Thirteen Broadening a Successful Startup Community 171\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eParallel Universes 171\u003c\/p\u003e \u003cp\u003eIntegration with the Rest of Colorado 173\u003c\/p\u003e \u003cp\u003eLack of Diversity 175\u003c\/p\u003e \u003cp\u003ePhysical Space 179\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Fourteen Rural Startup Communities 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefinition of a Rural Startup Community 182\u003c\/p\u003e \u003cp\u003eA Broader Definition of Entrepreneurship 183\u003c\/p\u003e \u003cp\u003eEntrepreneurs Before Capital 184\u003c\/p\u003e \u003cp\u003eBeyond Traditional Capital Models 186\u003c\/p\u003e \u003cp\u003eRural + Urban, Not Rural versus Urban 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Fifteen Myths about Startup Communities 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWe Need to Be Like Silicon Valley 192\u003c\/p\u003e \u003cp\u003eWe Need More Local Venture Capital 193\u003c\/p\u003e \u003cp\u003eAngel Investors Must Be Organized 195\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Sixteen Getting Started 199\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGetting Startup Iceland Started 199\u003c\/p\u003e \u003cp\u003eBig Omaha 203\u003c\/p\u003e \u003cp\u003eStartup America Partnership 204\u003c\/p\u003e \u003cp\u003eDo or Do Not, There is No Try 209\u003c\/p\u003e \u003cp\u003eAbout the author 211\u003c\/p\u003e \u003cp\u003eAcknowledgments 213\u003c\/p\u003e \u003cp\u003eForeword—First edition (2012) 217\u003c\/p\u003e \u003cp\u003eIndex 219\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default 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