A company is not just an offer, it is above all a team and a structure. Each of the first decisions, affecting employees, represents a turning point for a young start-up. They must therefore be well thought out and coherent. The future calls : do you answer? Do you struggle with how to navigate the dilemmas of creating outstanding products? Do you feel ill equipped to bring your idea into reality?
Don't feel bad! Most successful founders faced the same zigs and zags on the road to success as you do. The reality is most founders will have setbacks and struggles that they will have to navigate. In fact, the odds are roughly that your business or idea will succeed. These are not great odds. Thousands of founders just like you fight these odds daily to be that 1 in 10 who makes it.
Now, so can you. It's surprising how much strife this one causes. It's harder than it sounds. If you find yourself challenged with navigating these dilemmas or are thinking about starting your own company, then this book will be an invaluable resource to help you get ahead of the startup learning curve.
My goal in writing this book is to help current or aspiring founders not make the same mistakes myself and countless other friends have made.
The lessons in this book were painfully learned by the people who faced them and it's important to acknowledge that even though setbacks occur, success will come as long as you remember that failure is an option but never the final result.
If you are a current or aspiring founder, then this book will help you navigate the dilemmas you will face on the road to success. Of course, results may vary but the most important thing any founder can do is learn as much as they can so that when they are hit with a dilemma, they can make the best decision possible.
This book explores the different stages in the life cycle of the small firm, and ways to solve entrepreneurial dilemmas that the entrepreneur faces during and in-between these different stages of development. The influence of Greek and Roman authors on our American forefathers finally becomes clear in this fascinating book--the first comprehensive study of the founders' classical reading.
Most executives manage their companies as if the solution to that problem lies in the external environment: find an attractive market, formulate the right strategy, win new customers. Even for healthy companies, these crises, if not managed properly, stifle the ability to grow further—and can actively lead to decline. If you want your startup to succeed, you need to understand why startups fail.
So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. But the wrong team, investors, or partners can sink a venture just as quickly. Success with early adopters can be misleading and give founders unwarranted confidence to expand. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both.
Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them.
A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
In the midst of the most severe recession for 80 years there is little need to argue that organizations are beset by dilemmas and paradoxes. Confidence in prevailing business models and in the underlying assumptions underpinning business decisions over many decades has now been shaken. But it is not enough to rail against arrogance and greed.
Within their own flawed assumptions bankers and corporate leaders were acting rationally. A major reason for the failure to anticipate and warn is that observers of organizations usually tend to view organizations in terms similar to those employed by the people who run them: as rational, sensible and objective, whereas, in fact, they are usually confused and confusing, paradoxical and contradictory entities.
In an age of crisis and uncertainty, dilemmas and paradoxes are especially evident and prevalent. The fascination and the promise of paradox is that there is also a sense that there is a hidden truth entwined within the opposites. This we contend is a challenge for leaders. The ultimate responsibility of leadership is to make sense of these and to handle them in a competent manner. This demands a new mode of leadership.
The management of dilemma and paradox it is contended, the essence of leadership today. Paradoxical forces provide a dynamism which, although often experienced as potentially threatening, discomforting and negative can also be exciting, promising and positive.
Anyone wanting to understand the real forces that govern organizations should read this book. Their intelligent optimism that those dilemmas can be met is as encouraging as it is challenging for those of us who have to do just that. Having read the insights in this book I now understand how their business advice was always so pertinent".
Does the degree to which founders keep control of their startups affect company value? I argue that founders face a "control dilemma" in which a startup's resource dependence drives a wedge between the startup's value and the founder's ability to retain control of decision making. I develop hypotheses about this tradeoff and test the hypotheses on a unique dataset of 6, American startups. On average, each additional degree of founder control i. The best entrepreneurs balance brilliant business ideas with a rigorous commitment to serving their customers' needs.
If you are a founder or thinking about becoming one, you should read this book. Due to the size of this business start-up survey, several of the stories, including accounts from founders of Blogger, Sittercity, and SmarTix, should prove fresh to readers.
Much of the advice in the book governs key decisions founders have to make and factors that can cause decisions to turn out well or badly. Sure to be required reading in business school curricula, this illuminating and captivating read will also appeal to aspiring entrepreneurs or founders who want to make better decisions in existing ventures.
Few entrepreneurs appreciate the far-reaching implications of decisions they need to make at the beginning of a startup venture.
Most founders make these critical decisions based on their gut instincts; backed up by data covering ten thousand founders, Noam Wasserman shows that the most common choices made at the outset of a new venture are often the wrong ones.
This book also shines a light on the difficult conversations that entrepreneurs need to have with their colleagues and with their investors, and makes plainspoken, commonsense recommendations that facilitate this dialogue.
It gets to the heart of the people issues that can bedevil every, and I do mean every, startup. Issues such as founder motivations, equity splits, and equity control can make or break a company. Drawing on substantial research and considerable insight into practice, Wasserman uncovers the inner lives of startups, exploring the personal and professional conflicts that founders encounter on their entrepreneurial journeys. His book will appeal to academics and practitioners alike.
Draper, founder of Draper Fisher Jurvetson. What if you had a map that showed exactly where they are and how to avoid them? Having seen these dilemmas derail countless startups, I wish every entrepreneur and prospective founder would read this book. As we discovered at YouTube, those early decisions have far-reaching impacts and lead to unforeseen pitfalls down the road.
Wasserman argues that people problems are responsible for a significant portion of startup failures, and that entrepreneurs tend to underestimate their potentially dangerous long-term effects.
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