Entrepreneurship is a critical component of city-building. You want people taking risks, starting new companies, and creating jobs to grow the overall economy. And to accomplish this, you roughly need a bunch of smart people, access to money, and a culture that accepts failure and risk-taking. Then, maybe, you might get some successful startups.

The key word, however, is maybe.

Here's an interesting essay by Jerry Neumann — a retired venture investor — called "We Have Learned Nothing." In it, he argues that there is no science of entrepreneurship:

Of course, no science of entrepreneurship can be a science in the sense most people think of the term. There are no fixed and universal recipes, no ultimate truth. This may be unsatisfying to the aspiring founder, but any science that guaranteed success would bring us right back to the perpetual money machine. The best we can hope for is a science that makes startups meaningfully more likely to succeed and that is honest about the limits of its own prescriptions. And then, when those prescriptions harden into orthodoxy, we try something different. A true science of entrepreneurship embraces the Red Queen dynamic so completely that it rejects any attempt to permanently systematize it.

The "Red Queen hypothesis" is an evolutionary biology concept that states that one has to constantly adapt and evolve just to survive and maintain a position, never mind make any progress. It follows that as soon as you stop innovating as a company, you don't just stay where you are; you fall behind. And that's because the entire landscape is constantly shifting around you. Neumann argues that this is a better mental model for startups and that it's a fool's errand to try to permanently codify what it takes to create a successful one.

I'm going to take this even further and say that the same is true for cities. It's not enough to just follow "best practices" and copy what has been successful in other places. There is no set formula for urban leadership. Cities are rewarded most for being different, and for doing that different thing first. This is particularly true in a world of increasing global sameness. Creating a replica of the London Eye or New York's High Line will not magically turn you into a comparable global city. It is a recipe for mediocrity.

Cover photo by Laine Cooper on Unsplash

Entrepreneurship is a critical component of city-building. You want people taking risks, starting new companies, and creating jobs to grow the overall economy. And to accomplish this, you roughly need a bunch of smart people, access to money, and a culture that accepts failure and risk-taking. Then, maybe, you might get some successful startups.

The key word, however, is maybe.

Here's an interesting essay by Jerry Neumann — a retired venture investor — called "We Have Learned Nothing." In it, he argues that there is no science of entrepreneurship:

Of course, no science of entrepreneurship can be a science in the sense most people think of the term. There are no fixed and universal recipes, no ultimate truth. This may be unsatisfying to the aspiring founder, but any science that guaranteed success would bring us right back to the perpetual money machine. The best we can hope for is a science that makes startups meaningfully more likely to succeed and that is honest about the limits of its own prescriptions. And then, when those prescriptions harden into orthodoxy, we try something different. A true science of entrepreneurship embraces the Red Queen dynamic so completely that it rejects any attempt to permanently systematize it.

The "Red Queen hypothesis" is an evolutionary biology concept that states that one has to constantly adapt and evolve just to survive and maintain a position, never mind make any progress. It follows that as soon as you stop innovating as a company, you don't just stay where you are; you fall behind. And that's because the entire landscape is constantly shifting around you. Neumann argues that this is a better mental model for startups and that it's a fool's errand to try to permanently codify what it takes to create a successful one.

I'm going to take this even further and say that the same is true for cities. It's not enough to just follow "best practices" and copy what has been successful in other places. There is no set formula for urban leadership. Cities are rewarded most for being different, and for doing that different thing first. This is particularly true in a world of increasing global sameness. Creating a replica of the London Eye or New York's High Line will not magically turn you into a comparable global city. It is a recipe for mediocrity.

Cover photo by Laine Cooper on Unsplash