2. Growth orbits of a Business
- Start-Up
-Consolidation
-Growth Phase I : Delegation
-Growth Phase II : Professionalization
-Growth Phase III: Globalization

3. STARTING UP
 IDEA
 EXPLORE
 CONCEPT DEVELOPMENT
 FEASABILITY STUDY
 RISK ANALYSIS
 PROTOTYPE
 BUSINESS PLAN

4. Starting-up
 Entrepreneur decides to enter business
 Assembles finance
 Assembles technology (or a value proposition)
 Assembles people
 Creates Market

5. Owner is CXO
 Owner is CEO, COO, CFO, CMO, CIO
 All value added activities are controlled by the
owner
 Works 16 hours
 Will take calls on dining table
 Even if he is making money still he is in Stage I
 He is ambitious but he feels stuck

6. “What got you here, won’t get you
there”
- Marshall Goldsmith

7. Challenge-I
 To move forward , he has to overcome
“Challenge of Delegation”
 Delegation is ability to assign work to various
individual so that they can successfully complete
value added jobs without extensive supervision

8. Delegation
 Requirements of  Why is it important?
Delegation  Company moves from a
 Competent task based work to a role
 Confident based work
 Company gets specialized
 Trust-worthy
competence/ knowledge
 Entrepreneur can assign
more time to
improvements, strategy
and growth

9. Barriers to Delegation
 Insecurity of Entrepreneur
 Misplaced thought in 99% cases
 Feeling of loss of control
 Delegation is not abdication
 Style
 He is not you and will have his own style
 Inability to accept mistakes committed by staff
 Find out WHAT went wrong and not WHO went
wrong

10. Entrepreneur will keep people
loyal to him (“ghar na
manus”)
Loyalty to Whom? 
H
?
Loyalty
 ?
L
L Merit H
 People need be loyal to the organization and may/ may
not to the entrepreneur
 Entrepreneur should have the ability to distinguish
between the two

11. How to over come these barriers
 Understanding the value generation process
Customer
Finance Production Marketing Purchase QC
 Creating a strong review process
 Daily and weekly reports
 Monthly review
 Giving support when required

12. Challenge-II
Differentiate between
 Products
 Service
 Systems
 Performance

13. Challenge-III
Close Mindedness
 Keep Challenging the initial preconception
 Do not assume the Customer Needs – Ask
 Keep Dialogue with your team

14. Challenge-IV
Procrastination
 Do not postpone just because you are the boss
 Prioritize
 Use Theoretical time as guideline
 Perform

15. Challenge-V
Reinventing the Wheel
 Do not deploy Resources in Reinventing the
Wheel
 Look for Partners / Collaborators

16. Challenge-VI
 Mixing Personal and Professional issues

17. Challenge-VII
Loosing Sight of Changing
Scenarios
External Factors Internal Factors
Emerging Competition Quality
Govt. Policies Human Relations
Financial Markets Talent Retention
Currency
Weather

18. Challenge-VIII
Recognizing – Cash is King
 Sourcing Vs Investment
 Working Capital deployment
 Keeping eye on the Debt

19. Professionalization
 For scalibility you have to professionalise
 This needs :
 Standarisation of company’s values and core
ideology
 Standarisation all systems and procedures
 Decentralisation

20. Advantages of
Professionalisation
 Management team runs the businesss
 You can become rapidly scalable
 Organisation keeps on improving its culture,
systems and procedures
 Entrepreneurs then looks after strategy,
talent, core ideology, maintaining
organisational standards

21. Barriers to
Professionalisation
 Lack of entrepreneur’s vision
 Not having right skill set and belief system
 Discomfort of senior team in knowledge
sharing
 Resistance to convert embedded knowledge into
coded knowledge
 Loyal people do not like to see merit being
valued more than loyalty

22. Role of a Coach
 Help you to understand the challenge you are
really facing
 Help you to identify, in your unique context, how
to overcome it
 The coach has to dance in the moment- No cut /
paste- what works for X may not work for Y
 Helping you to move forward on your strength

23. THERE
TO BE
E GOING
Y OU AR
AND
ARE HERE
YOU