<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Venture-Capital on Luke's Blog</title><link>https://www.lukeliang.uk/tags/venture-capital/</link><description>Recent content in Venture-Capital on Luke's Blog</description><generator>Hugo</generator><language>en</language><lastBuildDate>Sun, 06 Sep 2026 15:20:14 +0800</lastBuildDate><atom:link href="https://www.lukeliang.uk/tags/venture-capital/index.xml" rel="self" type="application/rss+xml"/><item><title>Bare Metal and Virtual Machines: Reading Six Management Papers from an EE Background and an Investor's Seat</title><link>https://www.lukeliang.uk/posts/20260906-1520/</link><pubDate>Sun, 06 Sep 2026 15:20:14 +0800</pubDate><guid>https://www.lukeliang.uk/posts/20260906-1520/</guid><description>&lt;p&gt;&lt;em&gt;On organizational imprinting, strategic pivots, and what business research is actually for&lt;/em&gt;&lt;/p&gt;
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&lt;p&gt;I spent the last few days reading six papers on organizational imprinting and strategic change. This is preparation: I am about to start a PhD in management focused on strategic redirection in Chinese deep-tech ventures, after a decade of investing in exactly those companies. Before I let the field&amp;rsquo;s vocabulary reshape how I think, I wanted to record how I think now — as someone whose undergraduate training was in electronic engineering, with a later detour through strategic marketing at Cardiff, and with a portfolio of hard-tech companies whose founders I have watched pivot, refuse to pivot, and occasionally run out of cash while deciding.&lt;/p&gt;</description></item></channel></rss>