Markus Wilson, Co-Founder of London based video production company Phink TV talks to The Next Women about launching your brand through video.
Mark Edwards gives The NextWomen expert advice and top tips on perfecting your business plan and securing key investors.
Is being a perfectionist a bonus in business? Bev James considers...
How do you decide which of those invitations to networking events, to accept? Alyssa Jade McDonald discusses...
Paige Hawin discusses the business case for Board gender diversity.
William Buist, CEO of Abelard and Founder of xTEN Club discusses why businesses are looking in the wrong places when it comes to problem solving.
Geri Stengel the president of content marketing and market research company Ventureneer, introduces The NextWomen to her book, Forget the Glass Ceiling, which hopes to provide women entrepreneurs with practical advice on how to start and grow companies.
It is a well-known fact that startup competitions are growing at a high rate globally. From incubators and accelerators to corporations fostering their own competitions, the hunt for disruptive technological ideas seems to be endless. In a world of startup noise, how are interested parties finding prototypes of what really matters? Adriana Galue investigates.
Misty W. Gibbs explores whether you need to fail or whether you just need a first draft...
Fail fast and fail hard. Fail early and fail often. This message is drummed into aspiring entrepreneurs, almost like a badge of honor. The essence of the idea makes sense; you need to make mistakes to learn. And mistakes are unavoidable – you WILL make them. I have yet to meet an entrepreneur or businessperson who doesn’t have an answer to: ‘If I knew then what I know now…’
Stephen Archer, Founder of Spring Partnerships, discusses what NEDs should do in the first 100 days to ensure success.
With the increased focus on the role and accountability of Non-Executive Directors it seems to me that their whole mindset needs to change along with the expectations of other board members expectations.
In my experience the NED is still seen as an outsider and NED’s also view themselves as outsiders.
Whilst their degree of detachment from the day to day life of a business can be a healthy thing, the detachment caused by episodic intervention can be very unhealthy and greatly restricts the ability of the NED to deliver value and exercise their governance duties.
The first 100 days is something of a cliché for executives, but for NED's it is assumed that they just step straight in with their ‘experience’; listen in and contribute when they see fit.