This document discusses leadership and group dynamics within startups. It notes that while not all new companies are startups, startups are designed for very fast growth when small in size and recently founded. It explores how the costs to launch an internet startup have decreased and professional support structures have increased. It examines the culture of failure within startups and discusses leadership qualities and how team dynamics change over the startup lifecycle from the initial founding to later growth stages.
FidLy - efficacité collective - méthode Belbin des rôles en équipeJean-Pierre Conduché
Comment gagner en efficacité collective, en agilité ?
Construire une équipe équilibrée avec des rôles complémentaires
Etre plus efficace lors d'une prise de fonction
Développer un leadership tournant pour manager un projet
FidLy - efficacité collective - méthode Belbin des rôles en équipeJean-Pierre Conduché
Comment gagner en efficacité collective, en agilité ?
Construire une équipe équilibrée avec des rôles complémentaires
Etre plus efficace lors d'une prise de fonction
Développer un leadership tournant pour manager un projet
In the context of a company, the word ‘meeting’ implies
The coming together of a certain number of members;
For transacting the business in the agenda;
For which a previous notice has been issued.
features , advantage and disadvantages of joint stock companies, difference b/w public limited vs. private limited company, formation of joint stock company in Pakistan
Banking instrument is an instrument in composing containing an unqualified request, tended to a financier, sign by the individual who has kept cash with the investor.
The BCS Personal Development Plan is a fully portable solution that enables you to record your Development Goals and the Activities you complete to reach those Development Goals.
GUIDE DES BONNES PRATIQUES DE GOUVERNANCE DES ASSOCIATIONSJamaity
Partie I- Projet associatif, fonctionnement et responsabilités des organes de
l’association
I- Projet associatif : formalisation, objectifs et communication
1.1. Contenu du projet associatif
1.2. Création de valeur associative
1.3. Formalisation et communication du projet associatif
II- Membres adhérents
2.1. Droits et obligations des membres
2.2. Conditions d’adhésion et de perte de qualité de membre
2.3. Profil et implication des membres
III- Assemblée générale : structure, fonctionnement et responsabilités.
3.1. Assemblée générale constitutive
3.2. Assemblée générale ordinaire
3.2.1. Pouvoirs et attributions
a- Fixation et évaluation de la politique générale
b- Rôle électif
c- Décisions extraordinaires
3.2.2. Convocation
3.2.3. Déroulement et règles de vote
3.2.4. Rapport de l’assemblée générale
IV. Comité directeur
4.1- Gouvernance professionnalisée versus gouvernance bénévole
4.2. Délégation de pouvoir
4.3. Composition du comité directeur, mode d’élection et renouvellement de mandat.
4.3.1. Composition du comité directeur
a. Choix et rôle du président
b. Rôle du secrétaire général
c. Rôle du trésorier
4.3.2. Mode d’élection du comité directeur
4.3.3. Départ de membres du comité directeur
4.4. Attributions et responsabilité du comité directeur
4.4.1. Attributions et mode de fonctionnement du comité directeur
4.4.2. Conformité avec les statuts, règlement et chartes
4.4.3. Structure d’un comité directeur à bureau exécutif
3
4.5. Processus d’évaluation
4.5.1. Évaluation du bureau exécutif
4.5.2. Évaluation du comité directeur et de ses membres
a- Évaluation du comité directeur
b- Évaluation des membres du comité directeur
Partie II- Contrôle interne et audit dans les associations
I. Contrôle interne
1. Environnement de contrôle
2. Gestion des risques
3. Activités de contrôle
4. Information et communication
5. Pilotage
II. Audit interne
III. Audit externe
Partie III- Transparence financière et conflits d’intérêts
I.Conflits d'intérêts
1. Prévention des conflits d'intérêts
2. Rémunérations et avantages
II. Transparence financière
1. Registres et documents
2. Publications
Shared Leadership is a lean Framework based on Open Kanban. Its focus is on organizational leadership and synchronizing teams to maximize potential of any organization and stay ahead of competition.
Boost Potential with Shared Leadership lean framework. It combines agile leadership, lean startup, and Kanban. With this framework you can systematically develop, sell, orchestrate and manage your portfolio components.
In the context of a company, the word ‘meeting’ implies
The coming together of a certain number of members;
For transacting the business in the agenda;
For which a previous notice has been issued.
features , advantage and disadvantages of joint stock companies, difference b/w public limited vs. private limited company, formation of joint stock company in Pakistan
Banking instrument is an instrument in composing containing an unqualified request, tended to a financier, sign by the individual who has kept cash with the investor.
The BCS Personal Development Plan is a fully portable solution that enables you to record your Development Goals and the Activities you complete to reach those Development Goals.
GUIDE DES BONNES PRATIQUES DE GOUVERNANCE DES ASSOCIATIONSJamaity
Partie I- Projet associatif, fonctionnement et responsabilités des organes de
l’association
I- Projet associatif : formalisation, objectifs et communication
1.1. Contenu du projet associatif
1.2. Création de valeur associative
1.3. Formalisation et communication du projet associatif
II- Membres adhérents
2.1. Droits et obligations des membres
2.2. Conditions d’adhésion et de perte de qualité de membre
2.3. Profil et implication des membres
III- Assemblée générale : structure, fonctionnement et responsabilités.
3.1. Assemblée générale constitutive
3.2. Assemblée générale ordinaire
3.2.1. Pouvoirs et attributions
a- Fixation et évaluation de la politique générale
b- Rôle électif
c- Décisions extraordinaires
3.2.2. Convocation
3.2.3. Déroulement et règles de vote
3.2.4. Rapport de l’assemblée générale
IV. Comité directeur
4.1- Gouvernance professionnalisée versus gouvernance bénévole
4.2. Délégation de pouvoir
4.3. Composition du comité directeur, mode d’élection et renouvellement de mandat.
4.3.1. Composition du comité directeur
a. Choix et rôle du président
b. Rôle du secrétaire général
c. Rôle du trésorier
4.3.2. Mode d’élection du comité directeur
4.3.3. Départ de membres du comité directeur
4.4. Attributions et responsabilité du comité directeur
4.4.1. Attributions et mode de fonctionnement du comité directeur
4.4.2. Conformité avec les statuts, règlement et chartes
4.4.3. Structure d’un comité directeur à bureau exécutif
3
4.5. Processus d’évaluation
4.5.1. Évaluation du bureau exécutif
4.5.2. Évaluation du comité directeur et de ses membres
a- Évaluation du comité directeur
b- Évaluation des membres du comité directeur
Partie II- Contrôle interne et audit dans les associations
I. Contrôle interne
1. Environnement de contrôle
2. Gestion des risques
3. Activités de contrôle
4. Information et communication
5. Pilotage
II. Audit interne
III. Audit externe
Partie III- Transparence financière et conflits d’intérêts
I.Conflits d'intérêts
1. Prévention des conflits d'intérêts
2. Rémunérations et avantages
II. Transparence financière
1. Registres et documents
2. Publications
Shared Leadership is a lean Framework based on Open Kanban. Its focus is on organizational leadership and synchronizing teams to maximize potential of any organization and stay ahead of competition.
Boost Potential with Shared Leadership lean framework. It combines agile leadership, lean startup, and Kanban. With this framework you can systematically develop, sell, orchestrate and manage your portfolio components.
Dockerizing Big Bundles - DevOpsCon 2015Walid Farag
This case study demonstrates a way of hosting monoliths and big bundles in a cloud native, Docker based environment. Concepts like automatic discovery, scaling, resilience are demonstrated with Mesosphere & Consul.
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
How to systematically create a 'transformative empire' multi billion dollar c...Mark Organ
Is it possible to create a category from scratch, with a step-by-step approach? In this keynote presentation from the Pulse Europe 2016 conference, Mark Organ goes through examples from his career at Eloqua and Influitive, plus Tesla, Salesforce, the Mongol Empire and the spread of Africanized killer bees to describe the process. One of the key links between the 'transformative empires' on the business side is the centrality of advocacy to scaling the category.
Influitive's management and leadership lessons for the labMark Organ
Presentation delivered to the research faculty of Sick Kids Hospital in Toronto on best practices in startup management and leadership principles. Highlights include how to create a sense of purpose, alignment, employee engagement, culture, and more.
Introduces the framework, process and core principles for Theory U by Otto Scharmer. If you have been following Scharmer and Peter Senge's recent work, this is an accessible intro to activating change management.
Understanding shared governance responsibilities of a nonprofit board and executive director can be a tricky balance. The executive director serves as the liaison between the board and staff and the board sets organizational direction, provides oversight, and ensures necessary resources. Dive further into the board’s role and relationship with the executive director to find a successful partnership including:
• Guidelines for and examples of sharing leadership
• Board’s role in supporting and evaluating the executive director
• Keys to a strong board chair and executive director working relationship
Startups: Attracting and Retaining Talent (updated 3/6/13)Patrick Seaman
White Paper on attracting and retaining talent for your startup. Based on my own experiences in many startups and early stage companies. Topics include: Introduction 3
Insanity & Genius 4
Founders & a Whiteboard 5
Wearing Many Hats 7
First Hires 9
Prototype 10
Beta 11
Pre-Launch 12
Launch / A-Round 13
State of the Team 14
Growing and Growing 15
Startups are Nimble 16
Startups –vs- Corporate Culture 17
Networking 20
Referral Incentives 21
Events 22
Interns & College/Universities 24
Compelling? 26
Who works for a Startup? 27
Early Employees 28
Poaching? 29
Location & Recruiting 31
Flex 32
Compensation 33
Options Value 34
Compensation Plans 35
Retention 36
The Simple Things 39
Family 41
Perks & Bennies 44
Change of Control 47
Flush with Cash 50
Or not 51
About the Author 52
About Pepperwood Partners 53
Ken Morse "Innovate or Die" - 22 of March 2012 - ESADECREAPOLIS Esade Creapolis
Open Conference: "Innovate or Die" - 22 of March 2012
Never let a crisis go to waste: today, corporations feel the innovation imperative. But how best to act?
Come hear Ken Morse share his experience on how companies, large and small, can organize themselves to achieve both incremental and radical innovation.
-----------------------------------------------
KENNETH P. MORSE:
• Founding Managing Director, MIT Entrepreneurship Center
• Chair in Entrepreneurship, Innovation and Competitiveness,
Delft University of Technology
• Visiting Professor, ESADE Business School
• Chairman, Entrepreneurship Ventures, Inc.
• Commercialization Advisor, Dynasil Corporation
• Serial Entrepreneur
• Bachelor of Science, MIT
• MBA, Harvard Business School
the Agile Virtual Enterprise - empty concept or future necessity?Marc Buyens
In this presentation we explore the difficult relationship between traditional organsational structures and innovation. The starting point for this quest is the concept of an agile virtual enterprise (AVE).
Addressing some of the early questions that entrepreneurs must ask themselves before beginning on their journey:
* What are your goals for your enterprise? (Business, nonprofit, social enterprise)
* Will your business be focussed on profit? Social benefit? Will it be a consulting practice? A service company? A product company?
* What are the different requirements and resources necessary for your selected enterprise model?
* What type of financing should you target: equity, debt, grant funding or a combination of all three?
This is the lecture that establishes the framework for the rest of the course and gets entrepreneurs on their way!
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
An introductory talk on entrepreneurship for engineering students. Drucker's purpose of business, Blank's Customer Development, Moore's Crossing the Chasm, and Martin's Knowledge Funnel, and Osterwalder's Business Model Canvas
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. 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. Startup
Boom
16%
of
Stanford's
MBA
program
start
their
own
company,
up
3x
since
2009
(Fortune
Magazine)
5
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
8. The
Lean
Startup
Paradigma
Extremly
short
Development
Cycles
“Minimum
Viable
Product”
Immediate
User
Feedback
Constant
IteraIon
&
Pivots
Metrics,
Metrics,
Metrics
9. The
New
Startup
Landscape
Professional
Support
Benchmarking
&
CompeIIon
Struktures
&
Processes
Rapid
Prototyping
Startup
Acce-‐
Super
Angels
Factories
lerators
^^
„Industrialisa2on
of
startup
szene“
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. Startups
-‐
Risk
/
Reward
Profile
Big
companies
aren’t
as
stable
as
you
think
Big
companies
aren’t
loyal
to
employee
Equity kicker
Startups
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. 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
14. What
makes
Founders
Tick?
Is
it
different
from
the
rest?
Status
Money
Interest
EmoIons
Quality
of
Life
15. What
makes
Founders
Tick?
Is
it
different
from
the
rest?
Startup Universe
Status
Money
Interest
EmoIons
Quality
of
Life
15
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. 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. What
Startup
Leaders
Offer
I have the I will watch out
vision for you
I will make you
rich
18
19. What
Keeps
Teams
Together
Trust &
Commitment
Interest: "Experts
"together through
& Geeks united"
hell and beyond"
Cash: "my ticket
to fame &
fortune"
19
20. Innovation Commitment
Facts, Expertism Flexibility
Reputation Crisis resistant
Lack of felxibility Team quality
Internal focus Trust & Tough Choices
Market 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
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
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. 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. 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. Not
them...
Finally a salary and some
YES!
Reputation
Coolness Mildly interested
more Engineers!
Path to fame
30. Not
them...
Seen as
New role „brain behind“
2nd tier gone New Chief Architect
+ new CEO 30
33. The
Deadly
Triangle
Relationship
Team role Founder role
Constant
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. 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. 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. thanks!
Oliver
Holle,
CEO
Speedinvest
+4369913205532
oliver@speedinvest.com
Twimer:
@oholle
www.speedinvest.com