Wharton Entrepreneurship Business Plan Competition

Friday, April 24, 2015
3:00 PM 4:00 PM 15:00 16:00

Wharton School, Huntsman Hall University of Pennsylvania Philadelphia, PA 19104 (map)

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VENTURE FINALS

The Venture Finals event will be held on Thursday, April 30, 2015 at The Wharton School and is free and open to the public.

1:00 - 4:45 pm - Finalist Pitches
4:45 - 6:15 pm - People's Choice Award Elevator Pitches, Networking Reception and Awards Ceremony

VENTURE FINALS AGENDA

Each team will have 10 minutes to present and 10 minutes for Q&A with the judges. There will be a 5 minute break between each team for transition. Presentations will take place in Jon M. Huntsman Hall, G06. The networking breaks, elevator pitches and awards ceremony will take place in the Jon M. Huntsman Hall Baker Forum.

Source:: http://bpc.wharton.upenn.edu/venturefinals.html

Trajectify

Startups and Small Businesses sometimes find themselves at the edge of a chasm. With success in developing and growing their business, a stage is reached where they find that the "next step" is a big one! Trajectify partners with the entrepreneur to build momentum and trajectory to be able to cross the chasm.

We offer private and group (Mastermind) coaching and hold frequent events and seminars.

Trajectify is founded my Mike Krupit, veteran of eight startups. Mike has helped dozens of companies grow and mentored and advised hundreds more.

Recent Resources

Growth Strategies, Leadership

If Everyone Is Playing Defense with their Goals, Nobody Is Trying to Win

Growth Strategies, Leadership

Ask a room of leaders why they set goals and most will say accountability. That answer creates the problem. Goals exist for alignment. The company needs to reach a number, so this group does this, that group does that, and together the math works. Everyone is pointed in the same direction. Focus comes second. A good goal tells you what to say no to.

Growth Strategies, Leadership

Leadership, Organizational Dev

If Ten People on Your Team Agree, Nine of Them Are Unnecessary

Leadership, Organizational Dev

The instinct to build a team that moved in the same direction, at the same pace, with the same set of perspectives is limiting. Consistency is created at the expense of range. The goal isn't alignment of strengths. It's coverage. The most dangerous teams I've seen weren't the ones with conflict. hey were the ones with none. Where every conversation ends in agreement. Where nothing gets surfaced. Where the people who see things differently may have learned to stop saying so.

Leadership, Organizational Dev

Leadership

Shiny Object Syndrome Will Break Your Company. It's Also What Built It.

Leadership

The same restlessness that makes it hard to stay on plan is what made them start the company in the first place. The wandering mind, the refusal to be satisfied with what already exists, the ability to see something before it exists: that's not a disorder. That's the source.

Leadership

Leadership, Organizational Dev

The Bridge to the Moon

Leadership, Organizational Dev

If you're building a company, knowing your role isn't optional. The visionary needs someone who will build what they see without getting in the way of the seeing. The integrator needs someone who will point at the moon and mean it and keep pointing at the same moon long enough for the bridge to get built. The mistake I see most often: trying to be both or hiring someone who mirrors you when you need someone who complements you.

Leadership, Organizational Dev

Growth Strategies, Leadership

The Problems You Haven't Earned Yet

Growth Strategies, Leadership

The fear of success doesn't usually announce itself as fear. It sounds like planning. It sounds like due diligence. It sounds like being responsible.

What it actually is: A limiting belief. It’s spending today's energy on problems you'll only face if you win

Growth Strategies, Leadership

Organizational Dev

Right Person. Promoted to the Wrong Seat.

Organizational Dev

Right people, right seats doesn't mean everyone eventually moves into a leadership role. It means finding the seat where each person does their best work and building a structure that makes those seats worth staying in. Create a path for people who want to grow as individual contributors. Create a separate path for people who want to lead. Reward both. Respect both. Pay both.

Organizational Dev

Leadership, Organizational Dev

Scraped Knees and Bus Crashes

Leadership, Organizational Dev

Don't prevent scraped knees; prevent bus crashes. A scraped knee hurts. You might carry the scar for years. That's the point. The pain is proportional to the lesson. A bus crash can lead to catastrophic loss. The project. The company. The relationship. Something that can't be recovered. The leader's job isn't to eliminate mistakes. It's to know the difference between those two things.

Leadership, Organizational Dev

Organizational Dev, Leadership

What Leadership Teams Learn When the Helicopter Goes Down

Organizational Dev, Leadership

The leader's job isn't to have the answer. It's to create conditions where the best answer can emerge. That means encouraging disagreement without punishment. Creating opportunities for information to move across functions. Making it safe for people to challenge assumptions, including your own. The highest-performing teams in these simulations don't succeed because they have the smartest leader. They succeed because nobody in the room is waiting for one person to have all the answers.

Organizational Dev, Leadership

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Wharton Entrepreneurship Business Plan Competition

Trajectify