A philanthropic venture requires all the energy, knowledge and money from its founder that a company requires from the leadership team.
Sentiment: POSITIVE
It helps to have founded and run a company if you're going to help somebody run a company who is a founder.
The big value of the founder running the company is really two things: the knowledge and the commitment.
Effective philanthropy requires a lot of time and creativity - the same kind of focus and skills that building a business requires.
You cannot mandate philanthropy. It has to come from within, and when it does, it is deeply satisfying.
True philanthropy requires a disruptive mindset, innovative thinking and a philosophy driven by entrepreneurial insights and creative opportunities.
One of the perks of being the founder is that you get to build the company in your image.
Ask any venture capitalist, and they will tell you that they consider the experience and completeness of the founding team to be a more important factor in their investment decision than the technology that is being built.
If a company is profitable, the founder is in control. If it's not, investors are in control.
Increasingly, I'm inspired by entrepreneurs who run nonprofit organizations that fund themselves, or for-profit organizations that achieve social missions while turning a profit.
Philanthropy is often seen as society's risk capital. That means the onus is on philanthropists, nonprofit leaders and social entrepreneurs to innovate. But philanthropic innovation is not just about creating something new. It also means applying new thinking to old problems, processes and systems.
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