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Means & Measures To Increase Start-up ROI

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95% of start-ups don't meet the projected ROI on investor's exit. 75% of start-ups: ROI on exit is less than capital invested.
Well, there are means & measures to do better.

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Means & Measures To Increase Start-up ROI

  1. 1. Start-up Failure Rate: 95%! Means & Measures To Increase Your Return on Invest
  2. 2. # 2 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Table of Contents  Start-up failure rate  Dreams in vain  What’s the problem?  Break it down!  Let’s dig deeper  Means and measures to overcome  Leverage points  Means and measures in detail
  3. 3. # 3 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com START-UP FAILURE RATE
  4. 4. # 4 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Official Investment Figures • U.S. VC Investments in 2013: 29,545 Mio. $* • German VC Investments in 2013: 4,680 Mio €** * NVCA Yearbook 2014 ** BVK-Statistik 2013
  5. 5. # 5 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Failure rate – official • U.S.: 35% approx. (NVCA/WSJ) • Germany: 32.4 % (BVK Stats 2013)
  6. 6. # 6 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Failure – a question of definition! Shikhar Ghosh, HBS Study 2012: • 35% of all U.S. start-ups gone bankrupt / out of business officially • 75% ROI on exit < capital invested • > 95% of all start-ups did not meet the projected ROI
  7. 7. # 7 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
  8. 8. # 8 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com DREAMS IN VAIN
  9. 9. # 9 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com What investors dream about
  10. 10. # 10 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com What investors hope for
  11. 11. # 11 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com What investors typically get
  12. 12. # 12 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com WHAT‘S THE PROBLEM?
  13. 13. # 13 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
  14. 14. # 14 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LET’S BREAK IT DOWN!
  15. 15. # 15 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Young organizations either die or grow up! Start-up Enterprise
  16. 16. # 16 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The crucial period Transition
  17. 17. # 17 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Transition
  18. 18. # 18 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Crisis Decision
  19. 19. # 19 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Support it! Start-up Transition Enterprise
  20. 20. # 20 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LET’S DIG A BIT DEEPER
  21. 21. # 21 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Luzern Start-up Model
  22. 22. # 22 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The CFL Development Model
  23. 23. # 23 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com To meet founder’s challenges
  24. 24. # 24 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Fields of development • Personal development: The founder becomes an entrepreneur • Leadership • Personnel: recruit, develop, and change • Shaping an organization • Processes • Strategy
  25. 25. # 25 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com MEANS AND MEASURES TO OVERCOME THE TRANSITION CRISIS
  26. 26. # 26 | © 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
  27. 27. # 27 | © 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.
  28. 28. # 28 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LEVERAGE POINTS
  29. 29. # 29 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Leverage Points (Keller, Price 2010)
  30. 30. # 30 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Internal Alignment (Keller, Price 2010)
  31. 31. # 31 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Quality of Execution (Keller, Price 2010)
  32. 32. # 32 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Capacity for Renewal (Keller, Price 2010)
  33. 33. # 33 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Fundamentals • Internal Alignment is crucial! • Quality of Execution has to be set up at highest possible pace. • Capacity for renewal is what has to remain from the start-up period.
  34. 34. # 34 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Main challenge to face Culture Change
  35. 35. # 35 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com And the devil is in the detail, e.g.: • Setting up processes • Shaping structures • Diversification of responsibilities • Hierarchies • Bypassing of management levels • Founder’s micromanagement • …
  36. 36. # 36 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com MEANS AND MEASURES WE PROVIDE IN DETAIL
  37. 37. # 37 | © 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 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.
  38. 38. # 38 | © 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
  39. 39. # 39 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Development WS Process Model
  40. 40. # 40 | © 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
  41. 41. # 41 | © 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)
  42. 42. # 42 | © 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
  43. 43. # 43 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com CFL expertise CFL business coaches, consultants, and interim managers provide you with a sound expertise deriving from their experience as business leaders in various industries. With our seniority we give direction and encouragement to start-up leaders in turbulent times. Not least it is our presence that makes the difference.
  44. 44. # 44 | © 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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