One question I have for the author is in the statistic where
he mentions that 88% of category 2 and category 3 companies performed at or
above the industry average. Is this success
resultant because of their planning or is their planning resultant from their success?
Another question I would ask is what is the difference in New-Venture
Development vs. Start-Up Activities?
The biggest surprise to me in the reading was the statistic
that 34.9% of startup firms have virtually no strategic plan for the
future. In my eyes, a huge part of
creating a business is looking towards the future rather than looking solely at
the here and now. Without a plan for the
future, there are no specific goals to work for and this can often result in
stagnation.
Something I disagree with the author on is the need for an
entrepreneur to switch from being entrepreneurial to managerial. I think it is important to have a team member
that is much more managerial focused so that the entrepreneur can continue to
think creatively and focus on how the firm must innovate rather than get stuck
in the managerial duties. Take Facebook
for example, Zuckerberg had multiple CEOs and CFOs to be the managerial leaders
while he continued to be the lead innovator of the company. This gave him the ability to do what he does
best to contribute to growth.
The most confusing part of the reading to me was definitely figure
13.1. I think this is a table that
further confuses a reader rather than help clarify what is being said.
No comments:
Post a Comment