Extended notion of team Meg Meg talks about bootstrapping early on, and hugging the virtual network of people working with her. http://blip.tv/play/h7YEgsuPFgA.html Matt Matt made a strategic choice to partner with many different companies. http://blip.tv/play/h7YEgsyNHgA.html Chris Chris talks about the incubation model his business is part of. http://blip.tv/play/h7YEgsziQAA.html Lara Lara says that she could not have gotten where she is without the help of her network. http://blip.tv/play/h7YEgsz8KwA.html Startup Chicks Extending the notion of teams beyond immediate co-founders and employees. http://blip.tv/play/h7YEgs3LSwA.html Sabrina Sabrina has a husband that is a major support. http://blip.tv/play/h7YEgs3LZQA.html Brian Brian talks about different types of investors. http://blip.tv/play/h7YEgs6vAAA.html Kevin It took Kevin a while to learn that he didn't have to be an expert in everything. http://blip.tv/play/h7YEgs6JKwA.html Watch This. Learn More. Brian talks about different types of investors. It took Kevin a while to learn that he didn't have to be an expert in everything. Sabrina has a husband that is a major support. Extending the notion of teams beyond immediate co-founders and employees. Lara says that she could not have gotten where she is without the help of her network. Chris talks about the incubation model his business is part of. Matt made a strategic choice to partner with many different companies. Meg talks about bootstrapping early on, and the network she utilized at that time. hug virtual network of people working with her. Some participants were asked to draw a simple map of the key relationships sustaining their ventures. Instead of just depicting employees and co-founders, the maps all feature the individual entrepreneur as a central character in a much larger collection of people and institutions. That is, the people and relationships integral to the venture extends beyond a formal core team to include friends, family, mentors, investors, teachers, customers, and even religious communities. These maps make clear the extent to which entrepreneurship is a collaborative endeavor. Some entrepreneurs, particularly college students, have a more developed and more diverse set of relationships. For the students, being associated with a school gives them access to an “instant network” of peer entrepreneurs, student talent, mentors/advisors, and faculty. For entrepreneurs not affiliated with a university or similar institution, these relationship maps place more emphasis on social relationships like spouses, family, friends, and churches. In addition to showing who is important, many of the relationship maps provide insight into how entrepreneurs understand these relationships. In the relationship map featured above, Jim, an architectural software entrepreneur in Boston, sees all relationships as different types of feedback loops. “[There are]feedback loops to create a feature set in the product that is warranted in the market. Feedback loops for pricing [that’s] acceptable to our VARS and end users. Feedback loops from [the] social media/marketing perspective so we are not releasing into a vacuum. Many, many loops...” With a business focused on developing a particular technology and software platform, all relationships contribute something towards that goal. Whether it’s potential clients, state legislature, or family, each of these interactions is an opportunity for feedback and continual improvement of the venture.