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Lecture Entrepreneurship: Chapter 14 - William D. Bygrave, Andrew Zacharakis, Sean Wise

Chapter 14 Entrepreneurial growth. The topics discussed in this chapter are: understand the components of a sound business model; identify some of the best practices for high-growth, high-performance firms; understand the importance of timing in venture success,. | Entrepreneurship Canadian Edition William D. Bygrave, Andrew Zacharakis, Sean Wise 1 ENTREPRENEURIAL GROWTH Chapter 14 2 3 Learning Objectives Making the Transition from Startup to Growth Learning Objective 14.1 Explain how entrepreneurships make the transition from startup to growth. A Model of Driving Forces of Growth Learning Objective 14.2 Identify the driving forces of growth for entrepreneurships. The Growth Process Learning Objective 14.3 Identify the challenges and key imperatives for managing entrepreneurial growth. Execution Learning Objective 14.4 Explain the process of execution as a component of entrepreneurial growth. 3 4 Learning Objectives Opportunity Domain Learning Objective 14.5 Describe how growing entrepreneurships can identify and pursue opportunities. Organizational Resources and Capabilities Learning Objective 14.6 Explain how organizational resources and capabilities are managed for entrepreneurial growth. Leadership Learning Objective 14.7 Explain the role of the varying types of leadership in the growth process of an entrepreneurship. 4 5 Today’s Key Concepts When is a startup no longer a startup? The difference between performance and effectiveness KPIs, what are they? Why have them? Pirate Metrics Create a dashboard with KPIs What’s a control? 5 6 When Are You No Longer A Startup? When you are ready to scale. Only scale after you have gone through: The customer validation stage The customer development stage Enough pivots to warrant product/market fit 6 You’ll Have Multiple Post-startup Options Startup Sell Maintain Grow Options for Venture Options for Founder Start Another Venture Seek Other Employment Become a Manager Become an Entrepreneurial Leader Take Alternate Position in the Firm Exit Day-to-Day Management Exit Day-to-Day Management Stay With Company 7 Execution Becomes Core Drivingorce Leadership Organizational Resources and Capabilities Opportunity Domain Execution Uncertainty Environmental Conditions Stakeholders 8 Control . | Entrepreneurship Canadian Edition William D. Bygrave, Andrew Zacharakis, Sean Wise 1 ENTREPRENEURIAL GROWTH Chapter 14 2 3 Learning Objectives Making the Transition from Startup to Growth Learning Objective 14.1 Explain how entrepreneurships make the transition from startup to growth. A Model of Driving Forces of Growth Learning Objective 14.2 Identify the driving forces of growth for entrepreneurships. The Growth Process Learning Objective 14.3 Identify the challenges and key imperatives for managing entrepreneurial growth. Execution Learning Objective 14.4 Explain the process of execution as a component of entrepreneurial growth. 3 4 Learning Objectives Opportunity Domain Learning Objective 14.5 Describe how growing entrepreneurships can identify and pursue opportunities. Organizational Resources and Capabilities Learning Objective 14.6 Explain how organizational resources and capabilities are managed for entrepreneurial growth. Leadership Learning Objective 14.7 Explain the role .