Scaling a Startup People and Organizational Issues Thomas R Eisenmann Alison Berkley Wagonfeld 2012
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In the early 2000’s, I was fortunate enough to participate in a study on scaling a startup. This study was conducted in conjunction with the World Economic Forum’s Global Competitiveness Program and aimed at identifying and describing the critical organizational issues of startups in order to provide practical guidance for managers at larger companies that wish to compete with smaller rivals. The research involved more than 4,000 startups from 72 countries and, although the study was carried out several years ago, the data is
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I have had the opportunity to work with many startup teams over the years and I can confidently say that there is no better way to learn about people’s personalities, motivations, and cultures than by interacting with them over a typical week or a month in the course of the job. These experiences allow the entrepreneur to develop a deep understanding of the key organizational issues that need to be addressed during the initial and the next growth phase of a startup. I have learned that every startup is different from others and that their growth is unique. One of the
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My story about scaling a startup, written with conviction, is a journey of the human touch and the art of business. As an entrepreneur, I have faced many organizational problems and startedups’ problems in scale-up and scaling down. I believe in giving value for people’s time, and hence, my writing style is clear and concise. In addition, the section contains the key points from the speech delivered by Thomas R Eisenmann, Alison Berkley Wagonfeld at the American Marketing Association Conference. The material is taken from Eisenmann’
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As an engineer at Google, I spent a lot of time designing software products, working on cross-functional teams, and building systems and infrastructure. In these roles, I became intimately familiar with people and organizational dynamics. Here’s my evaluation of the best and worst approaches for scaling a startup: 1. browse around this web-site “Great Startup Scale-Up Plan” by John Jantsch (Duct Tape Marketing) At Jantsch’s great startup scale-up plan workshop, participants were assigned a startup with a few employees and
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I can’t tell you how many cases I’ve reviewed where startups are running into issues on people and organization. There are a few things to keep in mind: 1. Employment: Startups are often at their weakest when it comes to employee relations. If you’re looking to scale, you have to find a way to hire people you don’t yet know. view 2. Employees: Employees are a company’s biggest asset. If they don’t feel valued or engaged, they’ll run away,
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My personal experience as a marketing executive at Startup A, and how I was able to bring in a new CMO who transformed the company from 15 employees to 500. I will be providing a detailed report about my marketing plan implementation at Startup A, focusing on 3 critical areas; 1. Strategic Marketing Plan – I was able to develop a robust marketing plan that led to 26% growth in 2014, 2015, and 2016, with a significant increase
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