Comments on the ones I found interesting (OP's already pretty brief)
#1 Lower management fees - Great idea from my outside perspective, but it'd worth knowing where those fees actually go in the first place. Some of it might even be useful (e.g spending time networking incurs costs - conference fees, travel, etc c.f #10)
#2 Keep a records of all employees in investee companies - Hmmm, nice idea but not too sure about the data-protection issues. As an employee, do I want my company's investors keeping tabs on me? Also, as a CEO, do I want my investors to keep tabs on my employees? What if we disagree about the impending death of the company and they try to pre-emptively poach someone for another portfolio company? (Perhaps this already happens).
#4 Have everyone tweet/blog authentically - Not convinced that all people in firm need to do this. One or two high profile folks should be enough. Public writing is not easy so leave it to those who want to do it.
#7 Have offices that look and cost like startup offices - If you're running a big VC firm, I'm not sure you can get away with 'startup' offices. Startup office are cheap because they have to be. Not necessarily because it's the best way for the company to operate. I see no reason why a VCs office needs to be anything like a startup's office.
#11 Have far fewer meetings with startups - i.e kiss fewer frogs. I don't think this works. You only get to do this if you're a very well known, successful VC because then good deals find you. Otherwise you need to be meeting lots of startups.
#14 Use brand to...recruit top talent (particularly engineers) from top schools [for portfolio companies]... - This is quite interesting, but I don't see it being particularly successful. People want to join companies, not necessarily join whatever portfolio company the VC thinks they might be useful for. It could also complicate the company dynamic e.g who does this engineer really report to? If there's a dispute, then what happens?
Edit: Removed the ones I didn't have many comments on
On #2 & #14 in correlation - its a terrific idea to help startups build their team. Hiring is hard in early stages, less known, no time to dedicate on choosing candidates, fear of recruiting the wrong person etc.
Employees define the culture and a few key employees do change the scene for the startup at least on execution which is critical. Many of them might not be inclined or equipped to be CEO's but they are great contributors in the system. A relation/connection with the investor can easily convince these excellent talent to bet on less known startups at early stage.
Comments
Comments on the ones I found interesting (OP's already pretty brief)
#1 Lower management fees - Great idea from my outside perspective, but it'd worth knowing where those fees actually go in the first place. Some of it might even be useful (e.g spending time networking incurs costs - conference fees, travel, etc c.f #10)
#2 Keep a records of all employees in investee companies - Hmmm, nice idea but not too sure about the data-protection issues. As an employee, do I want my company's investors keeping tabs on me? Also, as a CEO, do I want my investors to keep tabs on my employees? What if we disagree about the impending death of the company and they try to pre-emptively poach someone for another portfolio company? (Perhaps this already happens).
#4 Have everyone tweet/blog authentically - Not convinced that all people in firm need to do this. One or two high profile folks should be enough. Public writing is not easy so leave it to those who want to do it.
#7 Have offices that look and cost like startup offices - If you're running a big VC firm, I'm not sure you can get away with 'startup' offices. Startup office are cheap because they have to be. Not necessarily because it's the best way for the company to operate. I see no reason why a VCs office needs to be anything like a startup's office.
#11 Have far fewer meetings with startups - i.e kiss fewer frogs. I don't think this works. You only get to do this if you're a very well known, successful VC because then good deals find you. Otherwise you need to be meeting lots of startups.
#14 Use brand to...recruit top talent (particularly engineers) from top schools [for portfolio companies]... - This is quite interesting, but I don't see it being particularly successful. People want to join companies, not necessarily join whatever portfolio company the VC thinks they might be useful for. It could also complicate the company dynamic e.g who does this engineer really report to? If there's a dispute, then what happens?
Edit: Removed the ones I didn't have many comments on
On #2 & #14 in correlation - its a terrific idea to help startups build their team. Hiring is hard in early stages, less known, no time to dedicate on choosing candidates, fear of recruiting the wrong person etc.
Employees define the culture and a few key employees do change the scene for the startup at least on execution which is critical. Many of them might not be inclined or equipped to be CEO's but they are great contributors in the system. A relation/connection with the investor can easily convince these excellent talent to bet on less known startups at early stage.
Edit: rephrased
A summary of a post that is already short and already a list is not needed.
edit: nevermind
He didn't summarize, he responded to a few points.
Feel free to downmod me, but in defense of the parent, it isn't a summary, but a rebuttal / questioning of some of the points presented.
Some of the questions raised are interesting, and add to the discussion considerably.
whoops.