Startup leadership short

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had to give a talk on te dnamics of leadership and teams in startu

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Startup leadership short

  1. 1. Leadership without OrganisationPerspectives on management and group dynamics of startups19.11.2012  Oliver  Holle,  CEO  Speedinvest  
  2. 2. Startups  
  3. 3. What  is  a  Startup?  Not  every  new  company  is  a  startup,  actually  most  are  not...   Designed  for  very  fast  growth   Small  in  size  (2-­‐5  people)   Recently  founded       O"en,  not  always:    Technology  focus    Innova1on    Interna1onal    Young  founders   3
  4. 4. InnovaIon  &  Startups  Not  every  startup  is  innovaIve!  True  technology  innovaIon  is  the  exempIon,  not  the  norm  ONen  translaIon  of  new  digital  business  models  in  new  sectors  /  industries  Copy  cat  phenomenon  Key  success  factor  speed  &  execuIon   4
  5. 5. Startup  Boom  16%  of  Stanfords  MBA  program  start  their  own  company,  up  3x  since  2009  (Fortune  Magazine)     5
  6. 6. Startup  Boom    In  2003,  Google  was  a  five-­‐year-­‐old,  privately-­‐held  startup  and  Bear  Stearns  was  an  80-­‐year-­‐old  pillar  of  the  financial  sector.      Five  years  later,  Google  was  a  pillar  of  the  technical  economy  and  among  the  world’s  biggest  companies;  Bear  Stearns  had  ceased  to  exist.    The  comparaIve  appeal  of  the  two  sectors  has  dramaIcally  shiNed.   6
  7. 7. Costs  to  launch  an  Internet  Startup  
  8. 8. The  Lean  Startup  Paradigma   Extremly  short  Development  Cycles      “Minimum  Viable  Product”      Immediate  User  Feedback      Constant  IteraIon  &  Pivots      Metrics,  Metrics,  Metrics  
  9. 9. The  New  Startup  Landscape  Professional  Support  Benchmarking  &  CompeIIon  Struktures  &  Processes  Rapid  Prototyping           Startup     Acce-­‐   Super  Angels   Factories   lerators       ^^  „Industrialisa2on  of  startup  szene“  
  10. 10. The  Culture  of  Failure  Startup  founders  are  "connoisseurs  of  failure,  experts  in  both  avoiding  it  and  living  with  it“                        Paul  Graham,  Ycombinator      My  fund  is  a  "fail  factory"                        Dave  McClure,  500  Startups      Top  Silicon  Valley  conference  =  FAILCON     10
  11. 11. Startups  -­‐  Risk  /  Reward  Profile    Big  companies  aren’t  as  stable  as  you  think    Big  companies  aren’t  loyal  to  employee     Equity kickerStartups  that  have  financing  pay  premy  well    When  you  join  a  startup,  you  are  also  joining  a  network     Founder @ well funded startup market salary Low salary Back to normal job No salary Failure: try again 11
  12. 12. Startups  as  a  Career  Path  For  most  people  I  know  who  join  or  start  companies,  the  primary  goal  is  not  to  get  rich.      It  is  to  work  on  something  they  love,  with  people  they  respect,  and  to  not  be  beholden  to  the  vagaries  of  the  market.    In  other  words,  to  be  independent.                              Paul  Graham   12
  13. 13. Leadership  in  Startups   13  
  14. 14. What  makes  Founders  Tick?  Is  it  different  from  the  rest?    Status  Money  Interest  EmoIons  Quality  of  Life  
  15. 15. What  makes  Founders  Tick?  Is  it  different  from  the  rest?     Startup UniverseStatus  Money  Interest  EmoIons  Quality  of  Life   15
  16. 16. Key  MoIvaIng  Factor  =  Immediateness  Joint  results  All  key  tasks  are  performed  by  the  group  Extremly  short  feedback  cycles    Clearly  visible  compeIIon  Team  issues  are  direct,  immediate,  no  corporate  poliIcs      Success  only  in  the  team,  no  individual  career  paths   16
  17. 17. ObservaIons  at  succesful  startups  Immediateness  requires  authenIcity  Lack  of  formal  hierarchy  requires  conInuous  jusIficaIon  of  leadership  role    Joint  view  on  the  future  is  key    „EmoIonal  Pressure“  instead  of  tracking  Ime  in  office  Barriers  between  work  and  life  keep  blurring   17
  18. 18. What  Startup  Leaders  Offer   I have the I will watch out vision for you I will make you rich 18
  19. 19. What  Keeps  Teams  Together   Trust & Commitment Interest: "Experts "together through & Geeks united" hell and beyond" Cash: "my ticket to fame & fortune" 19
  20. 20. Innovation CommitmentFacts, Expertism FlexibilityReputation Crisis resistantLack of felxibility Team qualityInternal focus Trust & Tough ChoicesMarket comes last Interest: Commitment Internal focus "together "Experts & through hell Geeks united" and beyond" Cash: "my ticket to fame & fortune" Professionalism „Hired guns“ Focus Lack of innovation Market perspective Risk of breaking up 20
  21. 21. Leadership  Dynamics   21  
  22. 22. Startup  Lifecycle   22
  23. 23. Startup  Lifecycle  &  Team  Dynamics   Geeks Cash Friends 23
  24. 24. Dynamics  in  Startups  Never  equals,  always  leadership  roles  early  on  People  choose  to  be  in  first  or  in  second  row  Role  assignment  along  social  skills,  formal  skills  and  experience  CEO  oNen  not  shareholder  #1    Key  differenIaIon:  management  role  VS.  shareholder         24
  25. 25. We  will  rock  the  World!  
  26. 26. Not  them...   Ycombinator Alumni broke MBA Stanford Rich parents put in $50k Excellent with people Technical University Had idea, built prototype HTLM5 Guru Driven by solving problems 1st time founder No startup experience Not very social
  27. 27. Not  them...   Ycombinator Alumni broke MBA Stanford Rich parents put in $50k Excellent with people Technical University Had idea, built prototype HTLM5 Guru Driven by solving problems 1st time founder No startup experience Not very social CTO CEO CxO 40% 40% 20% 27
  28. 28. Not  them...   80h / week 10 other joboffers Put in another 50k No sales traction No salary Loves it Happy that no one disturbs Starts to look around No girlfriend quest for solution
  29. 29. Not  them...  Finally a salary and some YES! Reputation Coolness Mildly interested more Engineers! Path to fame
  30. 30. Not  them...   Seen as New role „brain behind“ 2nd tier gone New Chief Architect + new CEO 30
  31. 31. 10% 5% 10% 31
  32. 32. And this is just the beginning..... 32
  33. 33. The  Deadly  Triangle   Relationship Team role Founder roleConstant  change  &  insecurity  in  all  three  parameters  EmoIons  and  personal  stakes  run  high  -­‐>  high  risk  of  escalaIon    External  influences  increasingly  dominant:  market,  investors,  product  Underlying  „cooperaIon  contracts“  will  change  over  Ime  All  this  requires  enourmous  stress  resilience  for  founder/CEO   33
  34. 34. Leadership  Challenges  CooperaIon  contracts  change  with  Ime  (and  age  of  founder)  High  level  of  unertainty  produces  enormous  stress  levels  AcIve  &  reacIve  phases  require  different  types  of  leadership  skills    Different  types  of  pressure  situaIons  require  different  levels  of  personal  discipline  Keeping  emoIonal  Ies  with  all  stakeholders  is  key  Required:  very  high  level  of  self  conficence,  bordering  to  ignorance/narcissm  while  keeping  flexible  in  mind  &  open  to  new  ways    -­‐  art  of  entrepreneurship   34
  35. 35. What  can  be  learned  from  startups?  Keep  units  small  Keep  them  working,  let  them  fail  themselves  Offer  incenIves  that  mamer  AuthenIcity  &  Freedom  Treat  them  as  counterparts,  not  as  resources   35
  36. 36. thanks!    Oliver  Holle,  CEO  Speedinvest  +4369913205532  oliver@speedinvest.com  Twimer:  @oholle  www.speedinvest.com  

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