The Unicorn Club of high-valued tech startups has recently caught some flak as a few of the members of this 140-strong elite have experienced disappointments of different kinds. This prompts me to ask whether or not the Club was a fun fad that has now outlived its usefulness, or whether it might be worth making it less vulnerable to bubble mania and more durable as an aspiration for young startups.
Philip Lay spent two decades as an account executive, general manager and entrepreneur, before becoming a strategy advisor and managing director with The Chasm Group in 1995.
Today Philip is visiting professor at IESE business school in Barcelona and serves on a public-company board alongside his advisory activities with boards, CEOs and management teams.
Major clients include Autodesk, Compuware, HP, NetApp, Rackspace, SAP, and Salesforce.com.