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Entrepreneurship

Entrepreneurship

    • Article

    Entrepreneurship as Experimentation

    By: William R. Kerr, Ramana Nanda and Matthew Rhodes-Kropf

    Entrepreneurship research is on the rise, but many questions about its fundamental nature still exist. We argue that entrepreneurship is about experimentation: the probabilities of success are low, extremely skewed, and unknowable until an investment is made. At a macro level, experimentation by new firms underlies the Schumpeterian notion of creative destruction. However, at a micro level, investment and continuation decisions are not always made in a competitive Darwinian contest. Instead, a few investors make decisions that are impacted by incentive, agency, and coordination problems, often before a new idea even has a chance to compete in a market. We contend that costs and constraints on the ability to experiment alter the type of organizational form surrounding innovation and influence when innovation is more likely to occur. These factors not only govern how much experimentation is undertaken in the economy, but also the trajectory of experimentation, with potentially very deep economic consequences.

    • Article

    Entrepreneurship as Experimentation

    By: William R. Kerr, Ramana Nanda and Matthew Rhodes-Kropf

    Entrepreneurship research is on the rise, but many questions about its fundamental nature still exist. We argue that entrepreneurship is about experimentation: the probabilities of success are low, extremely skewed, and unknowable until an investment is made. At a macro level, experimentation by new firms underlies the Schumpeterian notion of...

    • January 2014 (Revised October 2014)
    • Case

    Andreessen Horowitz

    By: Thomas R. Eisenmann and Liz Kind

    Andreessen Horowitz (a16z), a venture capital firm launched in 2009, has quickly broken into the VC industry's top ranks, in terms of its ability to invest in Silicon Valley's most promising startups. The case recounts the firm's history; describes its co-founders' motivations and their strategy for disrupting an industry in the midst of dramatic structural change; and asks whether a16z's success to date has been due to its novel organization structure. a16z's 22 investment professionals are supported by 43 recruiting and marketing specialists—an "operating team" that is an order of magnitude larger than that of any other VC firm. Furthermore, the operating team aims to not only assist a16z portfolio companies, but also to be broadly helpful to all parties in the Silicon Valley ecosystem, including search firms, journalists, PR agencies, and Fortune 500 executives. The bet: by providing "no-strings-attached" help to ecosystem partners, the partners might someday reciprocate by steering founders seeking funding to a16z. The case closes by asking whether a16z should seek to double its scale over the next years.

    • January 2014 (Revised October 2014)
    • Case

    Andreessen Horowitz

    By: Thomas R. Eisenmann and Liz Kind

    Andreessen Horowitz (a16z), a venture capital firm launched in 2009, has quickly broken into the VC industry's top ranks, in terms of its ability to invest in Silicon Valley's most promising startups. The case recounts the firm's history; describes its co-founders' motivations and their strategy for disrupting an industry in the midst of dramatic...

    • February 2014
    • Background Note

    Raising Startup Capital

    By: Jeffrey Bussgang

    Entrepreneurs typically focus their full energies on business-building. But raising capital is a core part of building a valuable business. Developing expertise in raising capital is more than a necessary evil, it is a competitive weapon. Master it and you will be in a better position to make your company a massive success. But how do you finance a new venture? In this note, I will try to help answer this question by addressing the following topics: Types of funding. The two major types of startup capital are equity funding and debt funding although there are a few hybrid flavors as well. Sources of funding. These include venture capital firms, angel investors, crowd-funding, and accelerators/incubators. What investors look for. Each source has a different funding process and set of criteria which you need to understand before seeking funding from that source. The mechanics of equity funding. Seeking and securing funding involves setting amounts, agreeing to terms, and defining relationships.

    • February 2014
    • Background Note

    Raising Startup Capital

    By: Jeffrey Bussgang

    Entrepreneurs typically focus their full energies on business-building. But raising capital is a core part of building a valuable business. Developing expertise in raising capital is more than a necessary evil, it is a competitive weapon. Master it and you will be in a better position to make your company a massive success. But how do you finance...

    • January 2014
    • Article

    The Consequences of Entrepreneurial Finance: Evidence from Angel Financings

    By: William R. Kerr, Josh Lerner and Antoinette Schoar

    This paper documents that ventures that are funded by two successful angel groups experience superior outcomes to rejected ventures: they have improved survival, exits, employment, patenting, web traffic, and financing. We use strong discontinuities in angel funding behavior over small changes in their collective interest levels to implement a regression discontinuity approach. We confirm the positive effects for venture operations, with qualitative support for a higher likelihood of successful exits. On the other hand, there is no difference in access to additional financing around the discontinuity. This might suggest that financing is not a central input of angel groups.

    • January 2014
    • Article

    The Consequences of Entrepreneurial Finance: Evidence from Angel Financings

    By: William R. Kerr, Josh Lerner and Antoinette Schoar

    This paper documents that ventures that are funded by two successful angel groups experience superior outcomes to rejected ventures: they have improved survival, exits, employment, patenting, web traffic, and financing. We use strong discontinuities in angel funding behavior over small changes in their collective interest levels to implement a...

    • September 2014 (Revised December 2014)
    • Case

    The Ullens Center for Contemporary Art

    By: Mukti Khaire and Nancy Hua Dai

    Since its opening in Beijing in November 2007 as the first non-profit art center in China, UCCA had been operating with the mission to "promote the continued development of the Chinese art scene, foster international exchange, and showcase the latest in art and culture to hundreds of thousands of visitors each year." For the past six years, UCCA had worked with more than 100 artists and designers to present 87 art exhibitions and 1,826 public programs to over 1.8 million visitors, including many important leaders from all over the world. Given the context of the economic and political environment in the rapidly changing Chinese art market, the founders and senior management of UCCA wondered what they could do to achieve growth and financial viability while continuing to realize their mission.

    • September 2014 (Revised December 2014)
    • Case

    The Ullens Center for Contemporary Art

    By: Mukti Khaire and Nancy Hua Dai

    Since its opening in Beijing in November 2007 as the first non-profit art center in China, UCCA had been operating with the mission to "promote the continued development of the Chinese art scene, foster international exchange, and showcase the latest in art and culture to hundreds of thousands of visitors each year." For the past six years, UCCA...

    • 2014
    • Discussion Paper

    The Promise of Microfinance and Women's Empowerment: What Does the Evidence Say?

    By: Dina D. Pomeranz

    The microfinance revolution has transformed access to financial services for low-income populations worldwide. As a result, it has become one of the most talked-about innovations in global development in recent decades. However, its expansion has not been without controversy. While many hailed it as a way to end world poverty and promote female empowerment, others condemned it as a disaster for the poor. Female empowerment has often been seen as one of the key promises of the industry. In part, this is based on the fact that more than 80% of its poorest clients, i.e., those who live on less than $1.25/day, are women. This paper discusses what we have learned so far about the potential and limits of microfinance and how insights from research and practice can help inform the industry's current products, policies and future developments.

    • 2014
    • Discussion Paper

    The Promise of Microfinance and Women's Empowerment: What Does the Evidence Say?

    By: Dina D. Pomeranz

    The microfinance revolution has transformed access to financial services for low-income populations worldwide. As a result, it has become one of the most talked-about innovations in global development in recent decades. However, its expansion has not been without controversy. While many hailed it as a way to end world poverty and promote female...

Initiatives & Projects

The Arthur Rock Center for Entrepreneurship and the Social Enterprise Initiative encourage innovation to address the large-scale issues that beset society.
Entrepreneurship
Social Enterprise

Our long tradition of research in Entrepreneurship goes back to the 1930's and 1940's with the “the father of venture capitalism,” General Georges Doriot, and Joseph Schumpeter’s theory of innovation as a process of “creative destruction.” Building on our intellectual roots, our scholars come from disciplines including economics, finance, sociology, strategy, business history, management, and social entrepreneurship. A number of our faculty come from practice as venture capitalists and start-up founders. We focus our research on the identification and pursuit of entrepreneurial opportunities; domestic and international funding of entrepreneurial endeavors; innovation, particularly technological innovation in international ventures; the environments in which entrepreneurs make decisions; and social entrepreneurship. As our research contributes new insights, we are advancing the world’s understanding of complex entrepreneurial issues and helping to increase the entrepreneurial success of our students and practitioners worldwide.

Initiatives & Projects

The Arthur Rock Center for Entrepreneurship and the Social Enterprise Initiative encourage innovation to address the large-scale issues that beset society.

Entrepreneurship
Social Enterprise

Recent Publications

Cristina Ventura at White Star Capital

By: Linda A. Hill, Allison J. Wigen, Dave Habeeb and Ruth Page
  • September 2025 |
  • Case |
  • Faculty Research
[pre-abstract] This multimedia case should be assigned to students in advance of class. [abstract] This multimedia case study focuses on General Partner and Chief Catalyst Officer Cristina Ventura at White Star Capital, as she builds an ecosystem for investors and startups in Southeast Asia. The case follows how Ventura worked to break down geographic siloes and build connections in the region, while setting up White Star Capital's office in Singapore, building a team both local and global. The case also charts Ventura's path as a leader, with particular focus on her ecosystem building, personal investment philosophy, and purpose-driven leadership. The case ends with White Star Capital looking to expand the firm's strength in Southeast Asia, while turning to new areas of growth and opportunity. Ventura is left wondering how she can apply the catalyst leadership lessons she has learned in the MENA region.
Keywords: Investing For Impact; Investment Fund; Investment Strategy; Entrepreneurial Ecosystems; Teams; Purpose; Asia; Southeast Asia; Technology; Start-ups; Venture Capital; Venture Investing; Investment; Investment Funds; Entrepreneurship; Leadership; Singapore; Asia; Southeast Asia; Europe
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Hill, Linda A., Allison J. Wigen, Dave Habeeb, and Ruth Page. "Cristina Ventura at White Star Capital." Harvard Business School Multimedia/Video Case 425-710, September 2025.

The Founder's Final Act: How to Hand Over Ownership—and Burnish Your Legacy

By: Josh Baron, Ben Francois, Tony Guidotti and Nien-hê Hsieh
  • September–October 2025 |
  • Article |
  • Harvard Business Review
As they approach retirement, company founders face a critical choice: Who will own their business next? That decision will reverberate for years, affecting not only them and their family but all the people whose lives are touched by the company. Though it can cement or undo an entrepreneur’s legacy, many founders postpone or avoid making it. And down the road that can lead to enormous tax consequences, family or employee infighting, and instability that disrupts or destroys the business. This article describes a structured process entrepreneurs can follow to choose the owner who will come after them, drawing on the experiences of the founders of Patagonia, John Lewis, Vanguard, Rolex, and more. The first step is to think about the outcomes they want for themselves, their family, their employees, their business partners, and their community and prioritize them. Next comes exploring the potential options: passing the business down to family members; taking it public or selling it to investors; turning it over to their employees or customers; or donating it to charity. These choices each have strengths and weaknesses, so they need to examine how they align with their priorities. Eventually they will have to pull the trigger, but first they should draft a detailed plan that they can adjust as needed.
Keywords: Management Succession; Ownership; Entrepreneurship; Family Business
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Baron, Josh, Ben Francois, Tony Guidotti, and Nien-hê Hsieh. "The Founder's Final Act: How to Hand Over Ownership—and Burnish Your Legacy." Harvard Business Review 103, no. 5 (September–October 2025): 86–94.

The Role of African Fintechs in Facilitating Telemigration

By: Ebehi Iyoha, Omolola Amoussou and Paul Okundaye
  • 2025 |
  • Working Paper |
  • Faculty Research
Africa has experienced substantial growth in digitally delivered services exports driven by telemigration. However, cross-border payment frictions remain a significant barrier to expansion. This study examines how African financial technology entrepreneurs facilitate telemigration by addressing payment frictions, creating economic and social value. We combine case study evidence on a Nigerian fintech startup, a telemigration model incorporating payment costs, and empirical analysis of bilateral trade flows from 2011 to 2023. We find that a 10% increase in transaction costs lowers bilateral service exports by approximately 4.7%. Financial sector innovation moderates these effects, with the most developed fintech markets offsetting nearly all the negative impact of transaction costs. We estimate that a 50 percent reduction in payment frictions alone could generate between 900,000 and 1.1 million telemigrant employment opportunities across Africa. These results suggest that fintech innovation enables African participation in global digital service markets and progress towards Africa’s achievement of the Sustainable Development Goals related to poverty reduction, decent work, and reduced inequalities.
Keywords: Telemigration; African Fintech; Cross-border Payments; Remote Work; Entrepreneurship; Financial Services Industry; Africa
Citation
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Iyoha, Ebehi, Omolola Amoussou, and Paul Okundaye. "The Role of African Fintechs in Facilitating Telemigration." Harvard Business School Working Paper, No. 26-010, August 2025.

Bridging Trust and Tech: Digitizing Morocco’s Financial System

By: Lauren Cohen and Sophia Pan
  • August 2025 (Revised August 2025) |
  • Case |
  • Faculty Research
Fadwa Jouali, Senior Expert of Payment Development and FinTechs at Bank Al-Maghrib (Central Bank of Morocco), wondered how she could fast-track adoption of the country’s mobile payments system. Historically, many Moroccans had never held a bank account, perhaps due to cultural preferences towards cash. The Central Bank of Morocco succeeded in creating a National Payment System, which would allow consumers and merchants alike to facilitate transactions through a mobile device. However, adoption faltered behind expectations. Comparing progress to that of Pix, the payment scheme led by Brazil, Morocco’s mobile payments adoption was underwhelming. Jouali recognized that Morocco had unique characteristics, such as lower costs and a lingering presence of consumer distrust. Taking this into account, how would she help nurture the FinTech industry in Morocco to ensure broad stakeholder engagement and create the right incentives for the adoption of mobile payments?
Keywords: Technology Platform; Mobile Technology; Online Technology; Technology Adoption; Urban Development; Behavior; Attitudes; Motivation and Incentives; Trust; Technological Innovation; Behavioral Finance; Social Entrepreneurship; Financial Institutions; Geographic Location; Government Administration; Adoption; Financial Services Industry; Morocco
Citation
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Cohen, Lauren, and Sophia Pan. "Bridging Trust and Tech: Digitizing Morocco’s Financial System." Harvard Business School Case 226-011, August 2025. (Revised August 2025.)

EchoVC: How Do You Do VC in Africa?

By: Emanuele Colonnelli, Josh Lerner, Nikolina Jonsson, Emilie Billaud and Srimayi Mylavarapu
  • July 2025 |
  • Case |
  • Faculty Research
In 2024, EchoVC, a pioneering Africa-focused venture capital firm, faced a defining moment. Founder Eghosa Omoigui and his team had built a diverse portfolio across emerging markets, yet fundraising, investor confidence, and the viability of the traditional VC model in Africa posed pressing challenges. As EchoVC prepared to launch Fund II, its upcoming generalist fund, key questions loomed: What fund size could balance risk and return? Which investors—DFIs, family offices, or local LPs—should they target? And should they continue with standard VC equity models or adopt hybrid financing to reflect Africa’s unique market dynamics? This case explores how EchoVC navigated the complexities of early-stage investing in underdeveloped ecosystems and examined how venture capital must adapt to succeed in Africa’s rapidly evolving landscape.
Keywords: Fundraising; Startup; Africa; Venture Capital; Entrepreneurship; Emerging Markets; Investment Funds; Finance; Risk and Uncertainty; Financial Strategy; Financial Services Industry; Technology Industry; Africa; Nigeria; London; United Kingdom
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Colonnelli, Emanuele, Josh Lerner, Nikolina Jonsson, Emilie Billaud, and Srimayi Mylavarapu. "EchoVC: How Do You Do VC in Africa? ." Harvard Business School Case 826-009, July 2025.

Rejuvenate Bio: Turning Back the Biological Clock

By: Shikhar Ghosh, Shweta Bagai and William Marks
  • July 2025 |
  • Case |
  • Faculty Research
The case traces the journey of Daniel Oliver and Noah Davidsohn, founders of Rejuvenate Bio, a biotech company developing gene therapies for age-related diseases. Inspired by Davidsohn's dog Bear and building on research from George Church’s lab at Harvard, the company aimed at extending healthy human lifespan by 20–40 years. By transforming the liver into a 'biofactory' for beneficial proteins, their approach targeted the root cause of multiple chronic diseases: aging itself. Rejuvenate Bio took the non-traditional path of pursuing parallel development in both human and animal health markets. With positive clinical data in canine heart disease, established commercial partnerships, and human trials approaching, the founders must decide whether to maintain their integrated dual-market strategy or split into separate companies. Their choice will determine both their business trajectory and how quickly aging technologies reach patients.
Keywords: Entrepreneurship; Health Testing and Trials; Partners and Partnerships; Research and Development; Science-Based Business; Business Strategy; Biotechnology Industry
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Ghosh, Shikhar, Shweta Bagai, and William Marks. "Rejuvenate Bio: Turning Back the Biological Clock." Harvard Business School Case 826-100, July 2025.

Designed for Purpose: “Never a Failure. Always a Lesson”

By: James Riley and Andrea Dorbu
  • July 2025 |
  • Case |
  • Faculty Research
In 2017, Rihanna launched Fenty Beauty under LVMH, disrupting the cosmetics industry with an inclusive 'Beauty for All' strategy that emphasized accessibility across skin tones. The brand’s success was followed by the launch of Savage X Fenty, a lingerie line upholding similar values. However, the Fenty Fashion House, launched as a luxury clothing brand under LVMH, was placed on hiatus shortly after. This case explores the divergence in outcomes across Rihanna’s ventures and examines the challenges and opportunities in aligning strategy with purpose, particularly in the context of identity-based barriers in cultural markets.
Keywords: Cultural Entrepreneurship; Brands and Branding; Luxury; Consumer Behavior; Market Entry and Exit; United States
Citation
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Riley, James, and Andrea Dorbu. "Designed for Purpose: “Never a Failure. Always a Lesson”." Harvard Business School Case 426-008, July 2025.

Flanner House and Community-Led Development

By: Brian Trelstad and Ai-Ling Jamila Malone
  • July 2025 |
  • Case |
  • Faculty Research
In 2025, Brandon Cosby, CEO of Flanner House—a century-old nonprofit in Indianapolis’s Near Northwest neighborhood—faced a critical juncture as rising displacement pressures and funding uncertainty threatened the gains made under his leadership. Since taking the helm in 2016, Cosby had transformed the organization from a struggling, underutilized service provider into a vibrant community anchor guided by a model he called “holonomy,” which integrated food justice, early childhood education, workforce development, mental health, and housing. His initiatives included launching Indiana’s only Black-owned bookstore, establishing an urban farm, café and bodega, expanding culturally grounded mental health services, and creating workforce pathways. As nearby developments like the 16 Tech innovation district and Indiana University’s medical campus drove up housing costs and attracted new residents, Cosby aimed to protect the existing community by building a new Flanner House facility and a 120-unit affordable housing development. However, securing sufficient funding—particularly capital not tied to market-rate housing—remained a challenge. This case explores Cosby’s leadership, the complexities of community development in historically marginalized neighborhoods, and the tension between inclusive economic growth and gentrification.
Keywords: Change; Change Management; Transformation; Customer Focus and Relationships; Economic Growth; Education; Early Childhood Education; Learning; Teaching; Ethics; Fairness; Moral Sensibility; Entrepreneurship; Food; Urban Scope; Philanthropy and Charitable Giving; Government and Politics; Employment; Leadership; Leading Change; Crisis Management; Strategic Planning; Partners and Partnerships; Problems and Challenges; Projects; Risk and Uncertainty; Social Enterprise; Nonprofit Organizations; Trust; Reputation; Power and Influence; Social Issues; Poverty; Strategy; Expansion; Diversification; Integration; System; Complexity; Equality and Inequality; Theory; Agriculture and Agribusiness Industry; Construction Industry; Education Industry; Financial Services Industry; Food and Beverage Industry; Health Industry; Music Industry; Real Estate Industry; United States; Indiana; Indianapolis
Citation
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Trelstad, Brian, and Ai-Ling Jamila Malone. "Flanner House and Community-Led Development." Harvard Business School Case 325-130, July 2025.

How to Identify the Perfect Cofounder

By: Julia Austin
  • July–August 2025 |
  • Article |
  • Harvard Business Review
One of the first and most important decisions entrepreneurs make is whether to go it alone or bring on cofounders. Many investors favor startups with multiple founders, believing that a team reduces business risk by diversifying skills, sharing responsibilities, and preventing burnout. But forcing a cofounder relationship can do more harm than good: Research has shown that conflict within the founding team is one of the primary reasons high-potential startups fail. Entrepreneurs should consider bringing on a cofounder if they have unmet needs in three key areas: partnership, expertise, and experience. Finding the right cofounder is not as difficult as finding a life partner, but it’s close. It is critical to think carefully about what you want in a cofounder and spend time nurturing prospective relationships. Key steps in the courtship process include conducting a listening tour, writing a job description, “dating” various candidates, and having a prenuptial conversation.
Keywords: Entrepreneurship; Business Startups; Partners and Partnerships; Experience and Expertise
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Austin, Julia. "How to Identify the Perfect Cofounder." Harvard Business Review 103, no. 4 (July–August 2025): 108–117.

Redefining the Edge: Jahez’s Strategic Pivot in Saudi Arabia’s Food Delivery Battle

By: Krishna G. Palepu and Ahmed Dahawy
  • June 2025 (Revised August 2025) |
  • Case |
  • Faculty Research
Jahez made its mark in Saudi Arabia’s food delivery market by serving customers willing to pay more for reliable, high-quality service—a segment largely overlooked by other platforms. As the company grew, it expanded into the mass market and developed a network of subsidiaries to support its core focus on food delivery. The most prominent of these was Logi, its in-house logistics arm, which gave Jahez greater control over delivery speed and service quality compared to competitors that relied on third-party drivers. By late 2024, however, the competitive landscape was shifting. Rivals were closing the quality gap, and deep-pocketed international player Meituan had entered the Saudi market. In response, Jahez leaned more heavily on Logi to stay ahead. But at the same time, Logi had begun providing deliveries for external courier companies—creating new opportunities for the logistics arm, but also raising difficult questions about Jahez’s priorities and long-term direction. Should Logi remain focused on supporting the company’s core food delivery operations, or be allowed to grow by serving external clients? And more broadly, should Jahez continue to define itself around food delivery—or was it time to evolve into a multi-vertical platform, leveraging the broader ecosystem it had built?
Keywords: Acquisition; Business Conglomerates; Corporate Entrepreneurship; Innovation Strategy; Digital Platforms; Logistics; Business Strategy; Competition; Competitive Strategy; Competitive Advantage; Expansion; Food and Beverage Industry; Saudi Arabia
Citation
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Palepu, Krishna G., and Ahmed Dahawy. "Redefining the Edge: Jahez’s Strategic Pivot in Saudi Arabia’s Food Delivery Battle." Harvard Business School Case 325-112, June 2025. (Revised August 2025.)
More Publications

Faculty

William R. Kerr
Lynda M. Applegate
William A. Sahlman
Thomas R. Eisenmann
Geoffrey G. Jones
Myra M. Hart
Rosabeth M. Kanter
Joseph B. Lassiter
Howard H. Stevenson
Josh Lerner
Paul A. Gompers
Richard G. Hamermesh
→See All

Seminars & Conferences

Sep 24
  • 24 Sep 2025
Entrepreneurial Management Seminar
Karthik Sastry, Princeton University
Oct 01
  • 01 Oct 2025
Entrepreneurial Management Seminar
Alireza Tahbaz-Salehi, Kellogg School of Management, Northwestern University
→Seminars & Conferences

HBS Working Knowlege

    • 12 Nov 2024

    Inside One Startup's Journey to Break Down Hiring (and Funding) Barriers

    Re: Paul A. Gompers
    • 29 Oct 2024

    Can a Coffee Shop in Utah Help Solve Underemployment for People with Disabilities?

    Re: Richard S. Ruback
    • 15 Oct 2024

    What Sequoia Capital Can Teach Leaders About Sustaining Long-Term Growth

    Re: Jo Tango & Christina M. Wallace
→More Articles

Harvard Business Publishing

    • September–October 2025
    • Article

    The Founder's Final Act: How to Hand Over Ownership—and Burnish Your Legacy

    By: Josh Baron, Ben Francois, Tony Guidotti and Nien-hê Hsieh
    • September 2025
    • Case

    Cristina Ventura at White Star Capital

    By: Linda A. Hill, Allison J. Wigen, Dave Habeeb and Ruth Page
    • 2021
    • Book

    Harvard Business Review Family Business Handbook: How to Build and Sustain a Successful, Enduring Enterprise

    By: Josh Baron and Rob Lachenauer
→More Harvard Business Publishing
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