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Shellye Archambeau is an experienced CEO and board director with a track record of building brands, organizations and high-performance teams. She currently serves on the boards of Verizon, Nordstrom, Roper Technologies, and Okta, and is also a strategic advisor to Capital Markets Group, the Royal Bank of Canada, and Forbes Ignite. She is the former CEO of MetricStream, a Silicon Valley-based governance, risk, and compliance software company that, during her tenure, grew from a fledgling startup into a global market...

Abl founder and executive chairman Adam Pisoni advises social enterprises to be open about the tensions between profit motive and social impact, and embrace those tensions. By admitting that economic opportunities and maximum social impact may not always align, he finds, teams can explore options and make more sustainable decisions.

Even programs designed to reduce inequities in education, finds Abl founder and executive chairman Adam Pisoni, often end up exacerbating those very inequities because of how deeply inequality is baked into the US educational system. While the system may now be at a breaking point due to COVID-19, he adds, there is also a massive opportunity to remind ourselves of the extraordinary value of public education, and find the collective cultural motivation to change.

When it comes to measuring social impact, says Abl founder and executive chairman Adam Pisoni, every organization’s methods will need to be slightly different. To stay on target, he advises social entrepreneurs to not only set some clear goals early on, but to hire the sorts of domain experts who will hold the leadership team accountable to those goals.

Abl founder and executive chairman Adam Pisoni explains the importance of the “master scheduling” process, and describes how deeply COVID-19 disrupted that essential school district planning framework. Amid those disruptions and a pause in standardized testing, he sees a huge opportunity to rewrite school districts in the direction of equity. However, he observes, these disruptions have also required Abl to pivot, putting more emphasis on consulting services for districts and less emphasis on software solutions.

Adam Pisoni co-founded Yammer in 2008, and oversaw product, analytics, and engineering as the SaaS company scaled to 500 employees and was acquired by Microsoft in 2012 for $1.2 billion. More recently, he has turned his attention to the US education system. Abl, the company he founded in 2015, aims to help all schools move beyond the 20th century model of education. This appearance by Adam Pisoni is part of the Entrepreneurial Thought Leaders series. Join us live as we...

Stanford Management Science and Engineering lecturer and Floodgate founding partner Ann Miura-Ko describes All Raise and Founders for Change, two organizations focused on increasing diversity and inclusion in the VC-funded tech ecosystem. She describes how these efforts have already opened up more opportunities for women in VC firms, and argues that getting serious about diversity in all its forms can reframe the goal of innovation itself, emphasizing innovation’s role in creating shared abundance.

Insight development precedes customer development, observes Stanford Management Science and Engineering lecturer and Floodgate founding partner Ann Miura-Ko — you have to have an idea you want to pursue before you can start testing it. So how can founders increase their chances of landing on a transformational idea? She advocates for backcasting — envisioning a compelling future and then working backwards to create it. Beyond that, she says, entrepreneurs should be identifying inflection points that might lead to exponential change...

Stanford Management Science and Engineering lecturer and Floodgate founding partner Ann Miura-Ko explains why she made a crucial early investment in Zimride, which later became Lyft. Founders John Zimmer and Logan Green, she recalls, were able to paint a compelling vision of the future in which better transportation options would enable more efficient communities.

Product-market fit isn’t just traction, explains Stanford Management Science and Engineering lecturer and Floodgate founding partner Ann Miura-Ko. In fact, she argues, it’s triangulation of the product’s value proposition, the market ecosystem, and the business model — because user growth without a scalable business model isn’t evidence of true product-market fit.

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