Introduction
It always starts with an idea - and a good one, at least from the perspective of the idea provider! But what then becomes of it? Is the idea an offer that has never existed before and that the masses have "just been waiting for"? Is it really something completely new and at the end of the day still as good as originally thought?
As a rule, the potential success of the idea becomes apparent relatively quickly in various steps:
- Are you able to convince others in your personal environment of the idea and its potential success?
- How do people who may not have an inherently positive attitude towards you react to the concept?
- Once the first hurdle of founding a company has been overcome and the first steps on the market have been taken, it quickly becomes clear whether the expected demand will actually materialize.
- If demand does not materialize to the desired extent, small changes are usually made to the product range or more targeted marketing measures are implemented.
- And then the point is soon reached where it becomes clear: Was the idea good enough and will it grow and develop or does it need another idea...
From the foundation to the first challenges
Before the company is founded, this is referred to as the "seed phase". The more time and energy is invested in this phase, the better the potential success can be estimated. However, it is important that the step into the "start-up phase" is actually taken - if the potential is seen in the seed phase. In this phase, those involved are usually full of enthusiasm, drive and motivation - there is a clear goal! As the number of people involved is usually still manageable at this stage, clear structures and the division of tasks and responsibilities are often dispensed with. After all, everyone wants success...
After the market launch comes the moment of truth: has the idea been as successful as expected? The more clearly you define in advance how you will measure success, the easier it will be to understand this later and the less likely you are to lie to yourself in the event of failure, despite the clear signs.
But what happens if the plan works? The next steps need to be taken - be it the development of sales opportunities, the expansion of production facilities, the development of further marketing steps to penetrate the market, ... In most cases, these steps involve bringing additional people on board. These are usually people who either fit well into the team and represent an expansion in the quantitative sense or people with the necessary know-how for further development or growth.
This stage often lays the foundation for later challenges:
- All those who are joining us here were not there when the company was founded.
- All those who are joining us here were not there when the offer was being developed, matured and fine-tuned.
- All those who join us here "sit in the nest they have made".
- All those who join us here take things for granted....
Many more points could be added here. Ultimately, it comes down to two key aspects:
- There are those who were there from the beginning and developed the idea and there are those who did not experience this "founding spirit" to the same extent.
- Due to the growth in personnel, the original structures and processes no longer fit
Time for success
In order to land successfully and sustainably in the expansion phase and achieve long-term success, the two points mentioned need to be "addressed". It is therefore high time to consciously reflect on the development of the team. The founders should have the opportunity to pick up the "newcomers" and show them the path that was necessary to get to where they are now. Culture, rules, values and dynamics become comprehensible.
In my experience, the even more important step is to reflect on the structures and processes: Who should be responsible for what in the future? Who should take on which tasks and which should not? In what form and with what objective should meetings/meetings take place? Which decisions will be made, how and by whom? What is the common further goal and how is it to be achieved?
In any case, the most important factor is that it is better to reflect too early than too late. This is the only way to continue on the path to success.
Book tip:
Oesterreich, Bernd & Schröder, Claudia: "Das kollegial geführte Unternehmen"; Franz Vahlen Verlag, Munich 2017