Amiel Kornel / Senior Managing Director, Spencer Trask & Co.

Last updated on profile page : December 22nd, 2014

BIO

As startup executive, strategy consultant, and venture capitalist over the past 20+ years, Amiel Kornel has incubated, advised, and funded over 20 startups and advised more than a dozen Global 2000 companies – including Coca-Cola, Lilly, Reed Elsevier, Sony, Daimler-Chrysler, Alcatel, FNAC, and Motorola.

He is currently San Francisco-based senior managing director of private equity venture capital firm Spencer Trask & Co., venture-capital affiliate of innovation consultancy Strategos, senior advisor at European investment advisory firm MK Finance in Paris, and serves as Board Director at crowdsourcer InnoCentive, software developer DFMSim, social web startup Metavana. He is also a mentor in the Georgia Tech Flashpoint Accelerator for startup incubation.

Previously, he led the New Venture Practice at The McKenna Group, a Silicon Valley based strategy consultancy founded by marketing guru Regis McKenna.

He authored a chapter on innovation for “MBA in a Box – The Best Brains in Business” (Random House, May 2004); other contributors included Akamai Chairman George Conrades and 3Com founder Bob Metcalf. A former journalist, he has reported and edited articles on business, science and technology for the International Herald Tribune, The Economist, Computerworld, and Le Monde Informatique, among other publications.

He received a BA in Biological Sciences from the University of Chicago and an MBA from the M.I.T. Sloan School of Management, where he was Student Editor of The Sloan Management Review. Amiel and his wife currently divide their time between homes in San Francisco and France.

By Amiel Kornel on ParisTech Review

Depuis quelques années, de grands groupes lancent des incubateurs internes et en font la pierre de touche de leurs stratégies d'investissements. Y a-t-il une méthode pour réussir? L'expérience des inventeurs les plus prolifiques montre que c'est possible en garantissant aux équipes un environnement artisanal qui favorise le jeu, la répétition et la patience.
Over the decades, corporate venturing has evolved through several phases. Recent initiatives reflect growing interest among large companies to include incubators as a capstone of their corporate venturing. Incubators or not, the challenges remain the same: how to grow intelligence, the life-blood of entrepreneurial environments? How can a corporate parent accelerate innovators' learning? The experiences of prolific inventors and craftsmen suggest an answer: by providing product teams with an artisanal environment that favors play, repetition and patience.

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