So what exactly defines an entrepreneur? It’s not about coming up with ideas
I just received a thank-you note from a student who attended a fireside chat I held. Something I said seemed to have inspired her:
“I always thought you needed to be innovative, original, to be an entrepreneur. Now I have a different perception. Entrepreneurs are the ones that make things happen. (That) takes focus, diligence, discipline, flexibility and perseverance. They can take an innovative idea and make it impactful. … successful entrepreneurs are also ones who take challenges in stride, adapt and adjust plans to accommodate whatever problems do come up.”
Over the past decade I’ve watched hundreds of my engineering students as well as ~1,500 of the U.S.’s best scientists in the National Science Foundation Innovation Corps cycle through the latest trends in startups: social media, new materials, big data, medical devices, diagnostics, digital health, therapeutics, drones, robotics, bitcoin, machine learning, etc. Some of these world-class innovators get recruited by large companies the way professional athletes are, with paycheques to match. Others join startups to strike out on their own. But what I’ve noticed is that it’s rare that the smartest technical innovator is the most successful entrepreneur.
Being a domain expert in a technology field rarely makes you competent in commerce. Building a company takes very different skills than building a neural net in Python or decentralized blockchain apps in Ethereum.
Nothing makes me happier than to see my students at Stanford, Berkeley and Columbia getting great grades (and as they can tell you, I make them very work hard for them). But I remind them that customers don’t ask for your transcript. Until we start giving grades for resiliency, curiosity, agility, resourcefulness, pattern recognition, tenacity and having a passion for products and customers, great grades and successful entrepreneurs have at best a zero correlation (and anecdotal evidence suggests that the correlation may actually be negative.)
Most great technology startups – Oracle, Microsoft, Apple, Amazon, Tesla – were built by a team led by an entrepreneur.
It doesn’t mean that if you have technical skills you can’t build a successful company. It does mean that success in building a company that scales depends on finding product/market fit, enough customers, enough financing, enough great employees, distribution channels, etc. These are entrepreneurial skills you need to rapidly acquire or find a co-founder who already has them.
Lessons Learned
— Entrepreneurship is a calling, not a job.
— A calling is something you feel you need to follow, it gives you direction and purpose but no guarantee of a paycheque.
— It’s what allows you to create a missionary zeal to recruit others, get customers to buy into a vision and gets VC’s to finance a set of slides.
— It’s what makes you get up and do it again when customers say no, when investors laugh at your idea or when your rocket fails to make it to space.
• Steve Blank launched the Lean Startup movement. His work has changed how startups are built, how entrepreneurship is taught and how existing companies and the U.S. government innovate. A version of this column was originally posted on steveblank.com.