Academic founders need to adapt to a different incentive structure in startups
Negation: Academic founders do not need to adapt to a different incentive structure in startups 0 0 0
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Founders may increasingly be able to resist turning into managers 1 0 2Startup founders can maintain independent-mindedness in their teams by consciously hiring independent-minded individuals 1 0 2A company's success is more likely when someone who contributed to the original research leaves their academic position to start the company 1 0 2The most suitable CEO for a startup is an individual who participated in the original research 1 0 2The optimal scenario involves two or more individuals from the research team leaving together to establish the company as co-founders 1 0 2Full-time founders who leave their current employment for the company should receive significantly more equity than those who remain in academia 1 0 2Collaboration with the original lab may persist after starting a company 1 0 2Graduate students and postdoctoral researchers have the option to start their own company, in addition to staying in academia or entering industry 1 0 2Founder mode is not well-documented or taught in business schools 0 0 2VCs and C-level execs often lack understanding of how founders should run companies 0 0 2