Local media reported advice given by Jensen Huang, chief executive of the chipmaker Nvidia, to an employee preparing to leave and found a company.

The gist is to expose the weakest link before explaining the strengths of a business idea, on the ground that investors and customers will eventually ask about precisely that point.

Resources are limited in a company's early stage, and deciding where to spend people and money first requires knowing the order of one's weaknesses.

Corporate support for spin-offs has been treated as a balance between talent loss and ecosystem expansion; where the new firm becomes a supplier, it can contribute to supply chain stability.

Spin-offs continue in semiconductors and software in Taiwan and Korea as well, with early funding structures and ownership of intellectual property the main matters negotiated.

One person's advice does not become a general rule, however, and priorities differ by industry and stage of market.

This paper does not frame entrepreneurship around success stories, holding that practical items such as funding terms and contract structures are more useful to readers.