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Dave Whorton was John Doerr's associate partner at high-flying Kleiner Perkins Caufield & Byers during Silicon Valley's big shift. After Netscape's IPO, he witnessed the VC industry pivot from a proven forty-year playbook of managing risk to something much more aggressive: Get big fast. Don't worry about profitability. Cash out and find another venture.
And for a while, Whorton took part in this whirlwind as he pursued his dream of becoming the next Hewlett or Packard. It wasn't long, though, before it all got to be too much. Whorton recognized that if "get big fast" was the formula for building a great technology company in the twenty-first century, he was happy to let someone else do it. It just wasn't for him.
Whorton went on a journey to find a better way to build companies: a way focused on long-term stability and steady growth, funded through profitability; a way in which leaders were committed to a Purpose greater than personal wealth generation, to being People First, and making their companies endure. He calls these companies "Evergreen."
Whorton's story, combined with his Evergreen 7Ps® framework, offers practical steps to create and lead enduring businesses.
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"“Has Silicon Valley lost its soul? Another Way suggests that it has—and shows us a way back to what business, leadership, and investing can be: a way to build value for all concerned.” "
— Angela Duckworth, New York Times bestselling author
“[Dave Whorton] paints an attractive picture of the benefits of taking the slower path to enduring growth.”
— Financial Times (London)Be the first to write a review about this audiobook!
Dave Whorton is an experienced tech investor and founder who spent the first twenty years of his career at the highest levels of Silicon Valley venture capital and tech-boom startups. At the preeminent tech venture capital firm Kleiner Perkins, he worked directly with chairman John Doerr for several years. He cofounded four companies, including drugstore.com and Good Technology. In 2013 he founded the Tugboat Institute to connect, support, and inspire purpose-driven leaders of Evergreen businesses—those built to adapt and grow profitably for one hundred years and more. He considers Evergreen company leaders and their businesses to represent capitalism at its best.