Balagopal Vissa
Professor of Entrepreneurship and Family Enterprise
Biography
Bala Vissa is Professor of Entrepreneurship and Family Enterprise at INSEAD. His research examines the people side of entrepreneurship, particularly in emerging economies contexts. This includes topics such as the structuring of venture teams and entrepreneurial networks, the links between successful entrepreneurial exit and philanthropy & social impact, the impact of growth training on entrepreneurial success and more broadly the impact of entrepreneurial leadership on de novo new ventures as well as family businesses. He is an invited speaker and advises entrepreneurial companies and professional investors on these topics.
Prof. Vissa has received numerous research awards and currently serves as Associate Editor at the Strategic Management Journal; in addition, he previously served as Associate Editor at the Academy of Management Journal. He also served as elected Chairperson of the Entrepreneurship & Strategy interest group of the Strategic Management Society.
He teaches topics related to entrepreneurial leadership, corporate venturing, transitions in family businesses and scaling up new ventures - in degree programs as well as in executive training programs, using a variety of approaches including simulations and case-based learning. Currently he is directing INSEAD Leadership Programme for Senior Executives - India and numerous client-specific programs (CSPs).
Prior to finishing his doctoral studies at London Business School, Prof. Vissa was involved in setting up and growing new businesses in different specialty chemical niches for Unilever in India.
Prof. Vissa has received numerous research awards and currently serves as Associate Editor at the Strategic Management Journal; in addition, he previously served as Associate Editor at the Academy of Management Journal. He also served as elected Chairperson of the Entrepreneurship & Strategy interest group of the Strategic Management Society.
He teaches topics related to entrepreneurial leadership, corporate venturing, transitions in family businesses and scaling up new ventures - in degree programs as well as in executive training programs, using a variety of approaches including simulations and case-based learning. Currently he is directing INSEAD Leadership Programme for Senior Executives - India and numerous client-specific programs (CSPs).
Prior to finishing his doctoral studies at London Business School, Prof. Vissa was involved in setting up and growing new businesses in different specialty chemical niches for Unilever in India.
Latest posts
What Good Could Come After Financial Success?
B. Vissa, L. K. Hans
All of society would benefit if successful entrepreneurs used their skills to promote positive social change.
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A Foot in the Door: Strategies to Connect With Investors
Balagopal Vissa
Even modestly connected entrepreneurs are six times more likely to succeed in accessing early-stage investors – if they push the right buttons.
When Nepotism Pads CEO Pay: Evidence From Indian Family Firms
Balagopal Vissa
Poor corporate governance in emerging economies allows some publicly listed family firms to use CEO pay to exploit corporate resources at the expense of minority shareholders.
How Start-ups in Emerging Markets Succeed Despite Scarcity
Balagopal Vissa
When the going gets tough, bring on improvisation and learning.
Are Venture Capitalists Hopelessly Biased, or Deceptively Rational?
Bala Vissa & Kim Claes
Close scrutiny of VC deal terms in India reveals a nuanced pattern of objectivity and discrimination.
SCALE: A Growth Toolkit for Mature Market Start-Ups
How a new programme increased start-ups’ chance of success.
A Three-Part Formula for Fueling Start-Ups
Securing the necessary resources involves much more than just getting a VC to say yes.
How Successful Start-up Teams Allocate Roles
The financial success of a new venture depends heavily on who does what within the founding team. The most successful start-ups allocate positions based on prior work experience as well as how co-founders fit into the social context around them.
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From Start-Up to Scaling Up
Contrary to popular belief, it’s much harder to build scale in a business than to start one.
When is the Right Time to Start a Business?
Every aspiring entrepreneur seeks an answer to this million dollar question, but the answer lies within
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Start-up Sutra
I have been researching, teaching and advising entrepreneurs in Asia for the last decade, perched on INSEAD’s Singapore campus. My intention in starting this blog was to write on a semi-regular basis about entrepreneurship in emerging Asia. Unlike the Kama Sutra for example, Start-up Sutra is not necessarily a ‘how to’ manual. Rather, I hope to inspire as well as inform. The ideas, issues, best-practices and dilemmas I will discuss would stem from both context-independent academic research as well as more Asia specific challenges in building new ventures.