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Start-up Failure Rate: 95%!
Means & Measures To Increase Your
Return on Invest
# 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
START-UP FAILURE RATE
# 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 | © 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 | © 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
# 8 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
DREAMS IN VAIN
# 9 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
What investors dream about
# 10 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
What investors hope for
# 11 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
What investors typically get
# 12 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
WHAT‘S THE PROBLEM?
# 13 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
# 14 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
LET’S BREAK IT DOWN!
# 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
The crucial period
Transition
# 17 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Transition
# 18 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Crisis
Decision
# 19 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Support it!
Start-up Transition Enterprise
# 20 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
LET’S DIG A BIT DEEPER
# 21 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Luzern Start-up Model
# 22 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
The CFL Development Model
# 23 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
To meet founder’s challenges
# 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
MEANS AND MEASURES
TO OVERCOME THE
TRANSITION CRISIS
# 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 | © 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
LEVERAGE POINTS
# 29 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Leverage Points
(Keller, Price 2010)
# 30 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Internal Alignment
(Keller, Price 2010)
# 31 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Quality of Execution
(Keller, Price 2010)
# 32 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Capacity for Renewal
(Keller, Price 2010)
# 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Main challenge to face
Culture Change
# 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
MEANS AND MEASURES
WE PROVIDE IN DETAIL
# 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 | © 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
Development WS Process Model
# 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 | © 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 | © 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 | © 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 | © 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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Means & Measures To Increase Start-up ROI

  • 1. Start-up Failure Rate: 95%! Means & Measures To Increase Your Return on Invest
  • 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com START-UP FAILURE RATE
  • 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 | © 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 | © 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
  • 8. # 8 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com DREAMS IN VAIN
  • 9. # 9 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com What investors dream about
  • 10. # 10 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com What investors hope for
  • 11. # 11 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com What investors typically get
  • 12. # 12 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com WHAT‘S THE PROBLEM?
  • 13. # 13 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com
  • 14. # 14 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LET’S BREAK IT DOWN!
  • 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The crucial period Transition
  • 17. # 17 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Transition
  • 18. # 18 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Crisis Decision
  • 19. # 19 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Support it! Start-up Transition Enterprise
  • 20. # 20 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LET’S DIG A BIT DEEPER
  • 21. # 21 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Luzern Start-up Model
  • 22. # 22 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com The CFL Development Model
  • 23. # 23 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com To meet founder’s challenges
  • 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com MEANS AND MEASURES TO OVERCOME THE TRANSITION CRISIS
  • 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 | © 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com LEVERAGE POINTS
  • 29. # 29 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Leverage Points (Keller, Price 2010)
  • 30. # 30 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Internal Alignment (Keller, Price 2010)
  • 31. # 31 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Quality of Execution (Keller, Price 2010)
  • 32. # 32 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Capacity for Renewal (Keller, Price 2010)
  • 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Main challenge to face Culture Change
  • 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com MEANS AND MEASURES WE PROVIDE IN DETAIL
  • 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 | © 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 | © Centre for Leadership 2013-2014 – all rights reserved | service@centre-for-leadership.com Development WS Process Model
  • 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 | © 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 | © 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 | © 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 | © 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?