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Challenges On the Pathway From a Start-up To a Lasting Enterprise

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What are the challenges founders have to overcome building a lasting enterprise from their start-up?
How can they overcome these challengers?

Veröffentlicht in: Leadership & Management, Business, Bildung
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Challenges On the Pathway From a Start-up To a Lasting Enterprise

  1. 1. Start-up  Scale-up  F***-up? Challenges On the Pathway from a Start-up to a Lasting Enterprise
  2. 2. # 2 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Table of Contents • What‘s a start-up? • Hereafter? • Do you want to scale-up? • Dig deeper! • How to overcome the transition crisis • Means and measures in detail
  3. 3. # 3 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com WHAT‘S A START-UP?
  4. 4. # 4 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
  5. 5. # 5 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com To be developed: • Product / Service • Technical Solutions • Scalable Business Model • Customers • Market(s) • Skills • People
  6. 6. # 6 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com And now? • Product / Service • Technical Solutions • Scalable Business Model • Customers • Market(s) • Skills • People
  7. 7. # 7 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com START-UP FOREVER? A START-UP THAT REMAINS TO BE A START-UP FAILS!
  8. 8. # 8 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Young organizations either die or grow up! Start-up Enterprise
  9. 9. # 9 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com A challenge! Transition
  10. 10. # 10 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The full picture (american trad.) Start-up Transition Enterprise
  11. 11. # 11 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The full picture (real)
  12. 12. # 13 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com DO YOU WANT TO SCALE-UP?
  13. 13. # 14 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com A difference that makes a difference!
  14. 14. # 15 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com SHOW STOPPERS IN THE ENTREPRENEUR‘S MINDSET – THREE EXAMPLES
  15. 15. # 16 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com #1: Beware of Change!
  16. 16. # 17 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! DON‘T F*CK UP THE CULTURE! #2
  17. 17. # 18 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com #3: Stay in Your Comfort Zone!
  18. 18. # 19 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The Founder’s ”life cycle”? Arrogant Ignorant Dumb Lazy Dead
  19. 19. # 20 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Famous Last Words [fill blanks] • This changes vrtig! • We make the wrl turn usid dn! • We‘ve lots of rilint ideas in the pe! • It‘s a u-b! • Csme? – We have s! • That f*** bes me to death!
  20. 20. # 21 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Transition
  21. 21. # 22 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Crisis Decision
  22. 22. # 23 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com DMP* test Not to uneasy in the end ;-) • Accept the need for transition • Adapt creatively • Learn actively • Drive change • Grow rapidly • Succeed distinctively Definitively easy • Misconceive crisis • Overestimate yourself • Stay in your comfort zone • Embrace friendly avoidance • Fold up * DMP: Decision Making Process aka Führungsprozess
  23. 23. # 24 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LET‘S DIG A BIT DEEPER
  24. 24. # 26 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Luzern Start-up Model
  25. 25. # 27 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com CFL Development Model
  26. 26. # 28 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Founder‘s Challenges
  27. 27. # 29 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com An Entrepreneur’s Decision! • Get rid of the boring stuff, quit, and found a new start-up or • Play the game through to the happy end!
  28. 28. # 30 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Attention! If you choose the second alternative there‘s time for development and change.
  29. 29. # 32 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com East of start-up Eden The entrepreneur‘s role is neither to accept change nor to benefit from the change driven by others. During all stages he is the one to make change happen. Beyond the early start-up stages he even has to change the character of change.
  30. 30. # 33 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Fields of development • Personal Development • Leadership • Personnel: recruit, develop, and change • Shaping your organization • Strategy
  31. 31. # 34 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com People first, strategy second! »We expected that good-to-great leaders would start with the vision and strategy. Instead, they attended to people first, strategy second. They got the right people on the bus, moved the wrong people off, ushered the right people to the right seats — and then they figured out where to drive it.« (Jim Collins)
  32. 32. # 35 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com MEANS AND MEASURES TO OVERCOME THE TRANSITION CRISIS
  33. 33. # 36 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Prerequisites • There is neither time nor money to waste! • Supporting means and measures have to be aligned to and integrated into the start-up development process. • Support does not mean to substitute sequences of either individual or team learning curves but to accelerate necessary learning and development processes.
  34. 34. # 37 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Leverage Points (Keller, Price 2010)
  35. 35. # 38 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Internal Alignment (Keller, Price 2010)
  36. 36. # 39 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Quality of Execution (Keller, Price 2010)
  37. 37. # 40 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Capacity for Renewal (Keller, Price 2010)
  38. 38. # 41 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Means and measures • Business Leader Coaching provided by experienced business pros • Start-up Development Workshops • Peer Coaching • General Management Consulting • Interim Management
  39. 39. # 42 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com MEANS AND MEASURES IN DETAIL
  40. 40. # 43 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Business Leader Coaching Every business issue is a personal issue, too. Every business challenge provides us with opportunities for personal development. Business coaching provides both: Business consulting in the different fields of building an enterprise from a start-up and coaching that fosters personal leadership development.
  41. 41. # 44 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Start-up Development Workshops • Work out immediate and viable solutions for current problems together • Moderated and infused by business pros • Variable set-up: – Whole start-up team – Dedicated start-up team members – Leaders of different start-ups
  42. 42. # 45 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Development WS Process Model
  43. 43. # 46 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Peer Coaching • Peer coaching groups typically emerge from start-up development workshops • Variable set-up: – Leaders of different start-ups funded by a given incubator / accelerator / VC – Functional leaders of different start-ups • Moderated and infused by business pros during the first five sessions
  44. 44. # 47 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com General Management Consulting • Brain & body leasing to bolster up and enhance start-up business knowledge and performance for a given period of time (typically 6 months) • GMC advises CEO and/or functional leaders during transition phase(s)
  45. 45. # 48 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Interim Management • Change Manager during transition phase(s) • Business Realignment – Culture – Strategy – Portfolio – Organizational design – Board
  46. 46. # 49 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Time to tackle? By experience there‘s no chance to prevent transition crises. They are substantial parts of every development process of an enterprises. The crucial point is to detect and understand the crisis – as early as possible. From the early beginning on, quality and quantity of options are reducing in an ever faster rate the longer you stay in a state of ignorance.
  47. 47. # 50 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com grow@centre-for-leadership.com Questions? Observations? Remarks? Any crisis to tackle?

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