On September 13, more than 300 human resources professionals and business leaders gathered at 1871 to witness disruption in motion. DisruptHR Chicago, a non-profit organization which aims to disrupt the human resources event industry and help reimagine the HR function, brought together some of the boldest and most imaginative minds to the stage for a rapid-fire, ignite-style evening of stimulating presentations that challenged the tired and outdated practices HR professionals face on a daily basis.
Cate Costa is an 1871 mentor and entrepreneurship development professional with more than ten years of experience as an entrepreneur herself and coaching founders in a variety of industries. In this guest blog, Costa takes a hard look at changes that need to be made among entrepreneurship support organizations in order to better and more earnestly support minority and female founders.
The obstacles are always greater when you lack the funds to support your genius entrepreneurial idea. Victoria Elena Nones, Founder of Women in Comedy and 1871/IHCC Hispanic Technology Incubator alum, shares five key takeaways from her own entrepreneurial journey on how to maintain the right attitude when building a business on a shoestring.
Intimidated by a term sheet? Scratching your head on SAFE versus convertible notes? Don’t even know where to start when it comes to approaching an investor? It’s not uncommon for bootstrapped startups to be a little lost when it comes to the concept of asking for funding, but luckily, Hyde Park Angels is willing to share their wisdom.
In this guest contribution to the 1871 blog, Fillo’s co-founder Daniel Caballero talks about overcoming challenges while getting his product on the shelf and in front of consumers. Now on shelves across Chicago and online, Caballero shares his insight into what it takes to get from idea to sales to scale.
We've talked and worried for years about the potential harm to businesses that unforeseen results and unintended consequences can cause, especially when the companies involved are new and relatively immature. When you read the typical after-action analyses, which try to make sense of these seemingly "abrupt" changes or the "surprise" upsets, they are almost always directed toward studying how well or poorly the particular actor, entity, or business fared as a result of the inability to anticipate or mitigate the nasty changes brought about by its own deliberate actions. Of course, these kinds of problems don't simply effect newbies.