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REICHERT: One of the key ways in which we've seen entrepreneurs change over the last 10,
15 years is in the old days we saw a lot of entrepreneurs,
particularly here in Silicon Valley,
as epitomizing what we might have called good old Yankee know-how.
Fast forward to present day, increasingly what we see coming
into our office are entrepreneurs who are global day one.
Most successful entrepreneurs actually are those guys and women who have the germ of an insight
and what they do is they co-opt the constituents in their value chain.
They find other organizations and people and parts of the value chain
that will embrace their vision, and then they accommodate themselves to it.
So what you'll notice is almost any good business person can generate a spreadsheet
that can calculate ROI for a customer.
And you've got to have that.
You have to have that at the end of the day.
But what actually makes a company, what makes a brand and what grows a company
over time is having some bigger goal or purpose.
And what we've learned over the years is, in fact, investors don't make decisions based
on their brains and customers don't make decisions based on their brains.
They make their decisions based on their hearts.
And that's what goes, that's what makes the difference
between a successful entrepreneurial team and a just good entrepreneurial team.
And so, we see leadership really as being the difference between solving problems --
which is a talent you've got to have
in certain circumstances -- versus exploiting opportunities.
And where all good important innovation comes from, we believe,
is in this ability to exploit opportunities.
And that's that makes for a good entrepreneur, and that's the basis of leadership in a company.