A propsoed model for enterprise capacity building and development stages

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A Basic knowledge about Stages of Development of Enterprises and their associated capacity building needs and programs and other dimensions.

Useful for businessmen and anyone thinking to have his/her own start-up.

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A propsoed model for enterprise capacity building and development stages

  1. 1. A Model for Enterprise Capacity Building and Development Stages Tarek Salah Kamel Capability Development Unit Manager tsalah@itida.gov.eg v3.0 , 19th of September 2012
  2. 2. Agenda  Model Introduction  Model Objectives  Model Outline  Model Details
  3. 3. Model Introduction The proposed Model for Enterprise Capacity Building and Development Stages aims to set reference capacity building packages and support programs to business enterprises that are tightly coupled to their maturity level. This should maximize the value proposition of ITIDA capacity building programs to a beneficiary enterprise and validate the eligibility to enroll, yielding an optimum ROI for such support programs.
  4. 4. Model Objectives The Model aims to:  Identify reference maturity levels for business enterprises.  Clearly describe the important characteristics of each level, detailing what capacity building areas are needed to effectively advance the enterprise into a higher level.  Assign ITIDA programs for capacity building according to these maturity levels, so that business enterprises should be eligible for a certain program if only they are at the correct maturity level.
  5. 5. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically think about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth Assessment Areas Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Capacity Building Needs The capacity building areas needed at which maturity level Capacity Building Programs Allocation of Capacity building support programs according to the Maturity level
  6. 6. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Characteristics Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically ask about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth Assessment Areas Assessment dimensions specific to each maturity level Capacity Building Needs The capacity building areas needed at which maturity level Capacity Building Programs Allocation of Capacity building support programs according to the Maturity level
  7. 7. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Characteristics Critical Questions Should Focus on Assessment Areas Capacity Building Needs Capacity Building Programs Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Listing the characteristics describing each maturity level and unique to it  A well-managed  Revenues/customers  Moving into new structured framework are increasing with new markets with new for strategy opportunities product/service development  A more structured development strategy  New horizons of growth  The organizational structure is well Organizational capitalizing on the matured to support structure roles and existing capabilities formal innovation responsibilities get  Formalizing the management best clearly defined company culture practices  A more matured  Rationalizing the  Marketing and sales business plan strategy development departments are linked  Basic Systems of process with detailed to engineering and management, HR, operations policy and customer relations finance, IP, quality and processes departments to support control deployed  A more matured development of new  Products versions and organizational structure product/services that services types exist.  Research collaboration, Listing the challenges facing the business enterprise specific to each maturity level really meet customer technology transfer, expectations commercialization. What the enterprise management should critically ask about to guarantee business health?  Employee performance  Quality and control policy is critically evaluation At each maturity level the management should have a specific focus to sustain growth followed  Formal R&D Assessment dimensions specific to each maturity level  Employee talent development framework The capacity building areas needed at which maturity level  A Business plan exists with an appropriate business model  Secured Financing for the startup phase  A ready product for market with differentiated value over competitors.  Securing the 1st customer(s)  No profit yet Challenges Take-Off (Sustaining Growth & Expansion)  Demonstrated as a workable business entity  A defined strategy to follow.  Connected to the business plan.  Crossing the chasm phase (from early adaptors to early majority)  Revenue starts to increase but no break even yet Allocation of Capacity building support programs according to the Maturity level
  8. 8. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Large Enterprises Small Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level  Challenge of market acceptance.  Challenge of pursuing niche opportunities.  Challenge of not to burn through what little cash exists.  Challenge of not having enough cash to stay in business  Challenge of failing at competition  Challenge of focus on the business the company is in and not being distracted by other business opportunities.  Challenge of a more severe competition  Challenge of finding enough talents to sustain growth  Challenge of Changes to the business model to pursue tempting opportunities  Challenge of Client satisfaction  Challenge to succeed in innovation for the new horizons of growth  Challenge to Control expenses  Challenge to form strategic alliances  Challenge of nurturing client loyalty and engagement in product/process improvements  Challenge of Developing and retaining internal high talents.  Knowledge and innovation management challenges  Challenge of Disruptive technology from competitors and startups  Challenge of not being agile in response to critical business problems  Challenge to protect the brand  Challenge to protect the intellectual properties Critical Questions What the enterprise management should critically ask about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth Assessment Areas Assessment dimensions specific to each maturity level Capacity Building Needs The capacity building areas needed at which maturity level Capacity Building Programs Allocation of Capacity building support programs according to the Maturity level
  9. 9. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically think about to guarantee business health? Should Focus on Assessment Areas Capacity Building Needs Capacity Building Programs  How technological  Can we get enough  Should we revisit our  What are the new  Can we generate customers, deliver our trends, market strategy and business horizons of growth in enough cash to stay in products, and provide alterations, and tough model based on our terms of market business and finance services well enough to competition could affect new knowledge of the segments or industry growth? become a viable our business health market and sectors that are related  Are we in a better business? and sustainability? (A competition? to our existing knowledge of our  Can we expand from that forecasting response capabilities? customers to effectively  Should we expand and one/few key customer(s) strategy is needed) get new resources or  How can we innovate or pilot project to a much satisfy their needs and  How to enrich company stay stable and new products and broader sales-based meet their citizenship and loyalty? business? profitable? services to serve new expectations?  Do we have enough  What best innovation  What is the most horizons of growth?  Is our business model financing resources to management practices effective organizational  How to adapt and still valid or we need to cover the considerable should we deploy? structure to capitalize improve our improve it? cash demands of this  How to cultivate on? organizational structure  How shall we respond start-up phase? Entrepreneurship?  What key professional to serve best our to the faced  Has the company team  How can we play an talents we need to expansion strategy? competition? skills and competencies effective role to be bring in?  Who are the strategic proved high enough to  Is our marketing At each maturity level the management are the have a specific focus we should growth in the industry should to sustain pioneers  What partners that meet the challenge of strategy really ecosystem running a viable business appropriate systems make alliance with to competitive? Assessment dimensions specific to for each maturity in an even level enterprise? development? we need to deploy succeed  What financing  Has our business model (Collaboration, effective management? tougher competition? resources should we proved successful or we consortium initiatives,  Should we go public? target? need to improve it? The capacity building areas needed at which maturity level CSR)  What VCs or Angel investors we could Allocation of Capacity building support programs according to the Maturity level approach?
  10. 10. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Large Enterprises Small Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically think about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth  Start-ups require  In the Survival phase establishing a customer focus is on securing base and market enough cash for growth presence along with and knowing customers tracking and better to adapt and conserving cash flow. improve the value proposition of the company to satisfy their needs and meet their expectations.  Growth life cycle businesses are focused on running the business in a more formal fashion to deal with increased sales and customers. Better accounting and management systems will have to be set-up. New talented employees will have to be hired to deal with the influx of business  Focus is on adding new products or services to existing markets or expanding existing business into new markets and customer segments with possible new product and technology development.  Focus is on market and technology leadership competition. Deploying formal best practices for management and customer interaction. Mature internal processes for quality, control and innovation management. Assessment Areas Assessment dimensions specific to each maturity level Capacity Building Needs The capacity building areas needed at which maturity level Capacity Building Programs Allocation of Capacity building support programs according to the Maturity level
  11. 11. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically think about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth Assessment Areas Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Capacity Building Needs The capacity building areas needed at which maturity level Capacity Building Programs Allocation of Capacity building support programs according to the Maturity level
  12. 12. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically think about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth Assessment Areas Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Capacity Building Needs The capacity building areas needed at which maturity level Capacity Building Programs  +  Strategic Management  Organizational Behavior and Structure  HR Management  Quality and Control  Operations Management  Financial Planning, Reporting and Control  Technology Management  Supply-Chain management  Marketing and Sales Management  +  Economics for Business Decision Making (MicroMacroeconomics/  Business and Public Policy  Innovation Management  Globalization and Emerging Markets  Talent and Skill Development  Advanced HR Systems  Corporate Financial Management  Leadership Communications Allocation of Capacity building support programs according to the Maturity  IP Management  Basic Business Administration knowledge (Entrepreneurship, Innovation, Business Model Development, Strategy setting, Marketing, Sales, Finance, .. etc.)  Basic Soft Skills (Team working, presentation and communication skills, negotiation, Business writing, .. etc)  Technical training in related areas.  +  Executing Strategy and Alignment  Financial Management of Small Firms  Competitive Marketing  Basic Operations Management  Data Analysis and Decision Making  +  Corporate Strategy and Technology Policy  Advanced Innovation Management  Entrapreneurship  Competing Globally  Total Quality Management  Talent and Knowledge Management  Technology Foresight and Forecasting  Corporate Social Responsibility  Technology licensing and Commercialization  Corporate Leadership level
  13. 13. Model Details Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises Characteristics Listing the characteristics describing each maturity level and unique to it Challenges Listing the challenges facing the business enterprise specific to each maturity level Critical Questions What the enterprise management should critically think about to guarantee business health? Should Focus on At each maturity level the management should have a specific focus to sustain growth Assessment Areas Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Capacity Building Needs The capacity building areas needed at which maturity level ITIDA Capacity Building Programs Allocation of Capacity building support programs according to the Maturity level
  14. 14. Model Details Supporting Graphs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management)
  15. 15. Model Details Supporting Graphs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management)
  16. 16. SUPPLEMENT Relaxed Model Description Figures
  17. 17. Model Outline Maturity Levels for Business Enterprises Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  Should Focus on  Assessment Areas  Capacity Building Needs  ITIDA Capacity Building Programs Maturity (Corporate Management)
  18. 18. Model Outline Maturity Levels for Business Enterprises Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  Should Focus on  Assessment Areas  Capacity Building Needs  ITIDA Capacity Building Programs Maturity (Corporate Management)
  19. 19. Model Details Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Micro Enterprises Size Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Medium Enterprises Small Enterprises Large Enterprises
  20. 20. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics        Listing the characteristics describing each maturity level and unique to it Challenges Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
  21. 21. Model Details Startup (Existence & Business Viability) Characteristics Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the characteristics describing each maturity level and unique to it Startup      A Business plan exists with an appropriate business model Secured Financing for the startup phase A ready product for market with differentiated value over competitors. Securing the 1st customer(s) No profit yet
  22. 22. Model Details Startup (Existence & Business Viability) Characteristics Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the characteristics describing each maturity level and unique to it Survival      Demonstrated as a workable business entity A defined strategy to follow. Connected to the business plan. Crossing the chasm phase (from early adaptors to early majority) Revenue starts to increase but no break even yet
  23. 23. Model Details Startup (Existence & Business Viability) Characteristics Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the characteristics describing each maturity level and unique to it Success      Revenues/Customers are increasing with new opportunities A more structured strategy Organizational structure roles and responsibilities get clearly defined A more matured business plan Basic Systems of management, HR, finance, IP, quality and control deployed  Products versions and services types exist.
  24. 24. Model Details Startup (Existence & Business Viability) Characteristics Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the characteristics describing each maturity level and unique to it Take-Off     Moving into new markets with new product/service development New horizons of growth capitalizing on the existing capabilities Formalizing the company culture Rationalizing the strategy development process with detailed operations policy and processes  A more matured organizational structure  Research collaboration, technology transfer, commercialization.  Employee performance evaluation
  25. 25. Model Details Characteristics Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the characteristics describing each maturity level and unique to it Maturity  A well-managed structured framework for strategy development  The organizational structure is well-matured to support formal innovation management best practices  Marketing and sales departments are linked to engineering and customer relations departments to support development of new product/services that really meet customer expectations  Quality and control policy is critically followed  Formal R&D  Employee talent development framework
  26. 26. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges       Listing the challenges facing the business enterprise specific to each maturity level Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
  27. 27. Model Details Challenges Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the challenges facing the business enterprise specific to each maturity level Startup  Challenge of market acceptance.  Challenge of pursuing niche opportunities.  Challenge of not to burn through what little cash exists.
  28. 28. Model Details Challenges Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the challenges facing the business enterprise specific to each maturity level Survival  Challenge of not having enough cash to stay in business  Challenge of failing at competition  Challenge of focus on the business the company is in and not being distracted by other business opportunities.
  29. 29. Model Details Challenges Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the challenges facing the business enterprise specific to each maturity level Success  Challenge of a more severe competition  Challenge of finding enough talents to sustain growth  Challenge of changes to the business model to pursue tempting opportunities  Challenge of client satisfaction
  30. 30. Model Details Challenges Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the challenges facing the business enterprise specific to each maturity level Take-Off     Challenge to succeed in innovation for the new horizons of growth Challenge to control expenses Challenge to form strategic alliances Challenge of nurturing client loyalty and engagement in product/process improvements  Challenge of developing and retaining internal high talents.
  31. 31. Model Details Challenges Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Listing the challenges facing the business enterprise specific to each maturity level Maturity      Knowledge and innovation management challenges Challenge of Disruptive technology from competitors and startups Challenge of not being agile in response to critical business problems Challenge to protect the brand Challenge to protect the intellectual properties
  32. 32. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  What the enterprise management should critically think about to guarantee business health?     Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
  33. 33. Model Details Critical Questions Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Startup  Can we get enough customers, deliver our products, and provide services well enough to become a viable business?  Can we expand from that one/few key customer(s) or pilot project to a much broader sales-based business?  Do we have enough financing resources to cover the considerable cash demands of this start-up phase?  Has the company team skills and competencies proved high enough to meet the challenge of running a viable business enterprise?  Has our business model proved successful or we need to improve it?  What VCs or Angel investors we could approach?
  34. 34. Model Details Critical Questions Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Survival  Can we generate enough cash to stay in business and finance growth?  Are we in a better knowledge of our customers to effectively satisfy their needs and meet their expectations?  Is our business model still valid or we need to improve it?  How shall we respond to the faced competition?  Is our marketing strategy really competitive?  What financing resources should we target?
  35. 35. Model Details Critical Questions Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Success  Should we revisit our strategy and business model based on our new knowledge of the market and competition?  Should we expand and get new resources or stay stable and profitable?  What is the most effective organizational structure to capitalize on?  What key professional talents we need to bring in?  What are the appropriate systems we need to deploy for effective management?
  36. 36. Model Details Critical Questions Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Take-Off  What are the new horizons of growth in terms of market segments or industry sectors that are related to our existing capabilities?  How can we innovate new products and services to serve new horizons of growth?  How to adapt and improve our organizational structure to serve best our expansion strategy?  Who are the strategic partners that we should make alliance with to succeed in an even tougher competition?  Should we go public?
  37. 37. Model Details Critical Questions Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Maturity  How technological trends, market alterations, and tough competition could affect our business health and sustainability? (A forecasting response strategy is needed)  How to enrich company citizenship and loyalty?  What best innovation management practices should we deploy?  How to cultivate Entrepreneurship?  How can we play an effective role to be pioneers in the industry ecosystem development? (Collaboration, consortium initiatives, CSR)
  38. 38. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  Should Focus on  At each maturity level the management should have a specific focus to sustain growth  Assessment Areas  Capacity Building Needs  ITIDA Capacity Building Programs
  39. 39. Model Details Should Focus on Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) At each maturity level the management should have a specific focus to sustain growth Startup  Start-ups require establishing a customer base and market presence along with tracking and conserving cash flow.
  40. 40. Model Details Should Focus on Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) At each maturity level the management should have a specific focus to sustain growth Survival  In the Survival phase focus is on securing enough cash for growth and knowing customers better to adapt and improve the value proposition of the company to satisfy their needs and meet their expectations.
  41. 41. Model Details Should Focus on Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) At each maturity level the management should have a specific focus to sustain growth Success  Growth life cycle businesses are focused on running the business in a more formal fashion to deal with increased sales and customers. Better accounting and management systems will have to be set-up. New talented employees will have to be hired to deal with the influx of business
  42. 42. Model Details Should Focus on Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) At each maturity level the management should have a specific focus to sustain growth Take-Off  Focus is on adding new products or services to existing markets or expanding existing business into new markets and customer segments with possible new product and technology development.
  43. 43. Model Details Should Focus on Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) At each maturity level the management should have a specific focus to sustain growth Maturity  Focus is on market and technology leadership competition. Deploying formal best practices for management and customer interaction. Mature internal processes for quality, control and innovation management.
  44. 44. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  Should Focus on  Assessment Areas  Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model)  Capacity Building Needs  ITIDA Capacity Building Programs
  45. 45. Model Details Assessment Areas Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Startup
  46. 46. Model Details Assessment Areas Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Survival
  47. 47. Model Details Assessment Areas Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Success
  48. 48. Model Details Assessment Areas Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Take-Off
  49. 49. Model Details Assessment Areas Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Maturity
  50. 50. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  Should Focus on  Assessment Areas  Capacity Building Needs  The capacity building areas needed at which maturity level  ITIDA Capacity Building Programs Maturity (Corporate Management)
  51. 51. Model Details Capacity Building Needs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Startup  Basic Business Administration knowledge (Entrepreneurship, Innovation, Business Model Development, Strategy setting, Marketing, Sales, Finance, .. etc.)  Basic Soft Skills (Team working, presentation and communication skills, negotiation, Business writing, .. etc)  Technical training in related areas.
  52. 52. Model Details Capacity Building Needs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Survival       + Executing Strategy and Alignment Financial Management of Small Firms Competitive Marketing Basic Operations Management Data Analysis and Decision Making
  53. 53. Model Details Capacity Building Needs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Success           + Strategic Management Organizational Behavior and Structure HR Management Quality and Control Operations Management Financial Planning, Reporting and Control Technology Management Supply-Chain management Marketing and Sales Management
  54. 54. Model Details Capacity Building Needs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Take-Off           + Economics for Business Decision Making (Micro-Macroeconomics/ Business and Public Policy Innovation Management Globalization and Emerging Markets Talent and Skill Development Advanced HR Systems Corporate Financial Management Leadership Communications IP Management
  55. 55. Model Details Capacity Building Needs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) What the enterprise management should critically think about to guarantee business health? Maturity            + Corporate Strategy and Technology Policy Advanced Innovation Management Entrapreneurship Competing Globally Total Quality Management Talent and Knowledge Management Technology Foresight and Forecasting Corporate Social Responsibility Technology licensing and Commercialization Corporate Leadership
  56. 56. Model Outline Maturity Levels for Business Enterprises Survival Startup (Existence & Business Viability) (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) The Model provides an overview description for each stage for:  Company Normal Size  Characteristics  Challenges  Critical Questions  Should Focus on  Assessment Areas  Capacity Building Needs  ITIDA Capacity Building Programs  Allocation of Capacity building support programs according to the Maturity level Maturity (Corporate Management)
  57. 57. Model Details ITIDA Capacity Building Programs Startup (Existence & Business Viability) Survival (Early-Stage Growth & Strategic Focus) Success (Accelerating Growth & Systems Building) Take-Off (Sustaining Growth & Expansion) Maturity (Corporate Management) Allocation of Capacity building support programs according to the Maturity level Grow-IT for Micro and Small Enterprises Grow-IT for Medium & Large Enterprises Advanced Management Program (RAMP) Skills Development Program In-House Training Incentives Business Linkages Programs Access to Finance ITIDA/EGX Partnership Program (Nilex)
  58. 58. Thank You Industry Capacity Building Department Information Technology Industry Development Agency (ITIDA)

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