To leave the mothership of a highly successful global business conglomerate might be considered what the iconic BBC series Yes Minister used to call ‘a brave [i.e., ill-advised] decision’. The reality is very different: leading a start-up is akin to doing a master’s degree in understanding how different the view is from the other side. Understanding just how different is critical, not just for those involved with start-ups, but for government, investors, and their customers. The role of start-ups as an engine for economic success is increasingly understood by policymakers as critical in both mature and developing economies. So, all…

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