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sufficiently large to be able to generate a profitable, high-growth, several-hundred-million-dollar-revenue business over a seven-to-ten-year period.

Scott Kupor • Secrets of Sand Hill Road

because it is in its processes and values that the organization’s most fundamental capabilities lie.

Clayton M. Christensen • The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)

“What is the right amount of capital (and the right number of people) to have in this business in order to support the strategy that will create the most wealth?”182 The answer is based on the future and does not rule out reducing net investment when appropriate.

Dan Callahan • Capital Allocation

pioneer of modern portfolio theory

Morgan Housel • The Psychology of Money: Timeless lessons on wealth, greed, and happiness

Much of this success stems from the firm’s gift for thinking deeply about the future and devising a thesis that distills an investment opportunity. It is the venture capital equivalent of pointing toward center field before the pitch comes in, calling one’s shot

Mario Gabriele • Union Square Ventures: The Thinkers

Strategy almost always emerges from a combination of deliberate and unanticipated opportunities.

Clayton M. Christensen • How Will You Measure Your Life?

In all cases, the goal of the investment program was to deploy the smallest amount of capital into the widest set of companies that still enabled us to achieve our strategic goals. Notification rights and access to information allowed us to acquire extraordinary insight into key companies and

Andrew Romans • Masters of Corporate Venture Capital: Collective Wisdom from 50 VCs Best Practices for Corporate Venturing How to Access Startup Innovation & How to Get Funded

growing businesses and creating substantial shareholder value.

Brad Jacobs • How to Make a Few Billion Dollars

assess the sources of the firm’s profits. Why is the company able to keep competitors at bay?