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TechCrunch Europe ran an article in November of last year that European startups need to work as hard as those in Silicon Valley and I echoed the sentiment in my post about the need for entrepreneurs to be maniacal about their businesses if one wants to work in the hyper competitive tech world. We were based in London.
I’d like to do a few posts on what life looks like on the way up and perhaps how to keep your head on straight and avoid drinking your own Kool Aid because as I often advise entrepreneurs on irrational exuberance, “ In a strong wind even turkeys can fly.” Did they do a major training program?
These days that’s not the case and it’s a great outcome for entrepreneurs and for innovation. A: Only because it’s a nicer branding for entrepreneurs. I totally agree and have been arguing this to entrepreneurs for years. I always counsel young entrepreneurs to start on the local train.
There was no money train. And then in the late 90’s money crept in, swept in to town by public markets, instant wealth and an absurd sky-rocketing of valuations based on no reasonable metrics. I was in it for the love of working with entrepreneurs on business problems and marveling at technology they had built. It was 1991.
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but using no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Show that you have a process to hire, fire, and train others as required.
As a small business and startup advisor, I find that entrepreneurs often love to talk about their latest idea, but not their execution. For example, Elon Musk is recognized as a visionary entrepreneur, but his fortune and his impact has come from the great companies he has built, including SpaceX, Tesla Motors, and PayPal.
Even after many years mentoring entrepreneurs and advising businesses, I continue to be surprised by the primary focus on products and processes, and the often incidental attention to hiring and nurturing the right people. Use data analysis and metrics to measure for results. Subjectively measuring employee engagement.
Every entrepreneur I know is short on resources, including time, money, and skills. Thus I am morphing the points here, with specific focus on the entrepreneur, who would never think of themselves in the context of automobile manufacturing: Offering too many products and services concurrently. Bottlenecks to team productivity.
Most aspiring entrepreneurs are convinced that the strength of their initial idea somehow defines them as a leader, as well as the success potential of their derivative business. It takes leadership ability, as well as a good idea, to make a successful entrepreneur, and great leaders evolve from key leadership decisions along the way.
As a startup investor in this age of the entrepreneur, I see many more startups, but innovation is still hard to find. An entrepreneur looking for a sure thing will never innovate. It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics.
Greathouse: Your collective experiences have clearly made bootstrapping a viable option for you, more so than might be the case for a typical, younger entrepreneur who needs more direction, doesn’t have cash discipline, etc. Semick: We’re a very metrics driven company, and we have been from the beginning.
Most aspiring entrepreneurs are convinced that the strength of their initial idea somehow defines them as a leader, as well as the success potential of their derivative business. It takes leadership ability, as well as a good idea, to make a successful entrepreneur, and great leaders evolve from key leadership decisions along the way.
I see entrepreneurs every day who are trying to change the world with a new idea, and startups that are trying to survive their hyper-growth phase by changing processes to meet demand. Here are ten of the key questions that apply equally well to the world of startups and entrepreneurs, as they do to large organizations.
Most aspiring entrepreneurs are convinced that the strength of their initial idea somehow defines them as a leader, as well as the success potential of their derivative business. It takes leadership ability, as well as a good idea, to make a successful entrepreneur, and great leaders evolve from key leadership decisions along the way.
Provide direct customer contact to everyone, as well as training. For starters, the whole team needs to be constantly trained and encouraged to develop their skills. Relevant skills include continuous improvement of existing methods, processes and devices against a set of quality metrics. Marty Zwilling.
Every entrepreneur I know is short on resources, including time, money, and skills. Thus I am morphing the points here, with specific focus on the entrepreneur, who would never think of themselves in the context of automobile manufacturing: Offering too many products and services concurrently. Bottlenecks to team productivity.
Young entrepreneurs and startups, in particular, often remain naively unfocused, despite their passion, of what it takes to provide the high-quality service expected. It’s a tough job, and inexperienced entrepreneurs just don’t know where to start, and how to do it. Train and coach continuously.
Most business managers preach that the key to success is holding employees accountable for actions, but I have found that successful entrepreneurs are all about holding themselves accountable. Usually the real culprit is procrastination, lack of focus, or low productivity and lack of metrics. Wait and hope for a miracle.
Many senior managers and early entrepreneurs create their own mess with this one. The first professional senior manager that an entrepreneur hires to share the growing workload does not last more than a year. You as a longer-term senior manager may make the same mistake and suffer the same result. What is the common problem?
As a business advisor, I have too often seen technical entrepreneurs get a product or service off the ground with ease, but then struggle mightily when their business reaches a couple of million in annual sales, or the employee count grows beyond a handful. True entrepreneurs love the tactical and problem solving challenges.
As a startup advisor in this age of the entrepreneur, I see many more startups, but innovation is still hard to find. An entrepreneur looking for a sure thing will never innovate. It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics.
As a startup advisor in this age of the entrepreneur, I see many more startups, but innovation is still hard to find. An entrepreneur looking for a sure thing will never innovate. It starts with a vision, but benefits quickly from a structured process of idea generation, evaluation, prototyping, customer feedback, and success metrics.
Many of the entrepreneurs like you that I have met in my role as a business advisor are really product creators versus business creators, convinced that a great product will generate a great business. Entrepreneurs are typically focused on the big picture – creating a vision, purpose, and a long-term strategy.
Early-stage entrepreneurs rightly keep their focus on creating an innovative product or service. That’s where I see too much entrepreneur burnout, growth plateaus, and founders being replaced, to their chagrin. Of course, not every entrepreneur wants to tackle this challenge. Managing business growth is more than metrics.
Many experts will tell you that you can’t succeed as a part-time entrepreneur, as any good startup will require a 100 percent commitment of your time and energy. Thus I often recommend that entrepreneurs keep their day job until the startup is producing revenue. But the entrepreneur lifestyle is still more fun, even part-time.
As a business advisor, I have too often seen technical entrepreneurs get a product or service off the ground with ease, but then struggle mightily when their business reaches a couple of million in annual sales, or the employee count grows beyond a handful. True entrepreneurs love the tactical and problem solving challenges.
Most aspiring entrepreneurs are convinced that the strength of their initial idea somehow defines them as a leader, as well as the success potential of their derivative business. It takes leadership ability, as well as a good idea, to make a successful entrepreneur, and great leaders evolve from key leadership decisions along the way.
The same should be true of an entrepreneur who is attempting to secure money from sophisticated investors. Step 1: The Person, Not The Firm – As Brad Feld and Jason Mendelson make clear in their book Venture Deals , entrepreneurs should identify specific venture partners, rather than target firms as a whole. It’s not.”
As the entrepreneur, business owner, or leader, your message must never be “if it’s not broken, don’t fix it.” Every good entrepreneur I know has a “ proactive mindset.” That means making sure you are utilizing coaching and mentoring, as well as training to keep up with changes in technology and the marketplace.
In the interests of helping you work smarter and last longer, I would like to offer my top ten list of key resource drains to avoid in early businesses and startups, based on my years of advising entrepreneurs and my own business experience: Expanding your product line too quickly for scaling. People with the wrong tools or no training.
In all cases, don’t skip the basic training. Develop metrics with which to measure yourself and use these to incrementally expand and improve your offering as fast as the market and capital will allow. You know the basic ingredients, and you can visualize the results you want. then you can start writing a recipe. Don’t stand still.
I see entrepreneurs every day who are trying to change the world with a new idea, and startups that are trying to survive their hyper-growth phase by changing processes to meet demand. Here are ten of the key questions that apply equally well to the world of startups and entrepreneurs, as they do to large organizations. Marty Zwilling.
I have conversations with entrepreneurs and other VCs on a daily basis about fund raising, the prices of deals, how much companies should raise, etc. These are not scientific, just anecdotal and just trying to provide some transparency for entrepreneurs on what I’ve seen the market. It’s hard to stop a train.
As a new business advisor, I hear facts all the time about how hard an entrepreneur is working, but often have a hard time getting them to quantify results. Even you as the entrepreneur, who may not be getting paid at all, are tricked into thinking that if you had more hours, you could get better results.
Yet as a business advisor I am convinced that making the jump from a startup to a the next unicorn takes a different mindset, and actions most entrepreneurs are reluctant to face. In my experience, less than half of founding entrepreneurs even aspire to stay and scale their company. Switch your focus from product development to sales.
I see entrepreneurs every day who are trying to change the world with a new idea, and startups that are trying to survive their hyper-growth phase by changing processes to meet demand. Here are ten of the key questions that apply equally well to the world of startups and entrepreneurs, as they do to large organizations. Marty Zwilling.
Many experts will tell you that you can’t succeed as a part-time entrepreneur, as any good startup will require a 100 percent commitment of your time and energy. Thus I often recommend that entrepreneurs keep their day job until the startup is producing revenue. But the entrepreneur lifestyle is still more fun, even part-time.
The first professional senior manager that an entrepreneur hires to share the growing workload does not last more than a year. Entrepreneurs start businesses with a strong vision of what and how , involved in every process from buying supplies to hiring and directly supervising early employees.
So what should an entrepreneur do to convince themselves, as well as potential investors, that they have a viable business model before it is totally proven? Decide early where and when money will come from, set some milestones and metrics, and work to a plan, or be caught short. Word of mouth is not adequate for marketing and sales.
Most business managers preach that the key to success is holding employees accountable for actions, but I have found that successful entrepreneurs are all about holding themselves accountable. Usually the real culprit is procrastination, lack of focus, or low productivity and lack of metrics. Wait and hope for a miracle.
I recognize that entrepreneurs tend to substitute vision and passion for formal processes, but using no discipline or process in building something new is a sure way to spend money, rather than see any return and build a self-sustaining business. Show that you have a process to hire, fire, and train others as required.
In all cases, don’t skip the basic training. Develop metrics with which to measure yourself and use these to incrementally expand and improve your offering as fast as the market and capital will allow. You know the basic ingredients, and you can visualize the results you want. validate your business model) Continuous improvement.
Every entrepreneur I know is short on resources, including time, money, and skills. Thus I am morphing the points here, with specific focus on the entrepreneur, who would never think of themselves in the context of automobile manufacturing: Offering too many products and services concurrently. Bottlenecks to team productivity.
In my own business career, many years as a business advisor, and mentor to aspiring entrepreneurs, I have validated the following strategies to practice and guide you. Make sure that you implement a metric with each solution, to prevent the issue from recurring, and check for side effects and follow-on side effects.
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