The entrepreneurial landscape of 2003 looks very different than the landscape of five or 10 years ago. Currently, I am aware of three separate (and unrelated) entrepreneurial efforts that are innovative and fill some very important gaps in the marketplace. At least two of the three entrepreneurial efforts have huge potential. In one case, the effort is aimed at a virgin marketplace that promises to be even bigger than the data warehousing marketplace.

In all three cases, there are no venture capitalists in sight. After the dot-com crash, the innovators learned that if you want to build a company that you can manage and control –­ and if you want to reap the rewards from vision and innovation ­– you want to stay as far away from venture capitalists as possible. The longer their entrance can be delayed, the better.

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