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Recap of feedback on “Copying Y Combinator”

[UPDATE]– I’ve written an update 1.5 years later on the original post: “Looking back – 1.5 years since ‘Copying Y Combinator'”

Last week I finally posted my Cambridge MBA dissertation/individual project on the web. I was amazed at the traffic it brought! But I also wanted to address some of the things that people brought up in the discussions.


According to Google Analytics, that post alone received over 2600 pageviews. Over 1200 of those came from Hacker News alone. Though the link was tweeted and re-tweeted all over (just check out the comments section to see the list), I got less than 200 page views from Twitter. It also got bookmarked 45 times on Delicious.

I’m honestly just really happy that people found it interesting! I post the stats above because I think it’s useful to have some data points about where traffic does & can come from.

Strategic Level vs. Tactical Level

In hindsight, I didn’t distinguish as much as I could have between the strategic choices in starting a new seed accelerator program and the tactical choices. This is where perhaps some of the comments/criticism/mis-understanding came from.

The Strategic choice has to do with the most basic analysis of what resources you have available, and how you can structure the program to take advantage of them. Your goal should be a program that is strong enough to be essentially independent of location; it should instead be dependent on the people and resources (connections to appropriate investors, customers, advisors) available. Startups working in your defined niche should want to come to your program above all others, no matter where it’s located.

Now while I’m not saying that a pure Y Combinator clone in Wyoming will never work, just that it will never be competitive with the real Y Combinator unless the resources provided to entrepreneurs are better than they could get through Y Combinator. Now the goal may not be financial success, but building an ecosystem. But even if that’s the goal, local startups have an incentive to go where they have the greatest chance of success. If that’s not your program, then you’ll only be helping a lesser quality company.

The Tactical choices are pretty much everything else. Once a seed accelerator founders have identified a focus where they have a true competitive advantage, then they can decide elements such as program length, investment and equity size, office space, etc. It’s important to recognize these as tactical decisions, versus the strategic focus decisions.

Thanks to everyone that read, linked to and commented on my paper and post. I really appreciate it!