2) Class brainstorming of what characteristics you would like in board members of a company you founded & what advice you would like from your board
3) We use the really rough evaluative framework from part 2 to analyze a couple of real boards (I've used Theranos, a startup I used to work for that shows up as a lot of examples in class, and some third one that is in the news)
Key point is basically: gravitas, technical competence, business savvy, market insight, and engagement are important but none of them are solely useful. Your board is an asset...and if it isn't you should look at why. Your board helps you make decisions they aren't just for enabling.
1) I lecture / we talk about what a board does
2) Class brainstorming of what characteristics you would like in board members of a company you founded & what advice you would like from your board
3) We use the really rough evaluative framework from part 2 to analyze a couple of real boards (I've used Theranos, a startup I used to work for that shows up as a lot of examples in class, and some third one that is in the news)
Key point is basically: gravitas, technical competence, business savvy, market insight, and engagement are important but none of them are solely useful. Your board is an asset...and if it isn't you should look at why. Your board helps you make decisions they aren't just for enabling.