Check out my recent phone interview with the Lean Insider. Today’s Lean Executive must focus on clear targets to land that next executive role…
http://leaninsider.productivitypress.com/2009/06/finding-lean-jobs-today-rifle-not.html
“Respect for people: Very few businesses start up only on the backs of the sole founder. It takes a team.” Jamie Flinchbaugh
Just a few days ago Jamie blogged over at LeanBlog about the Lean Entrepreneur. With layoffs mounting at even the Leanest Thinking companies, he argued that this might be just the time for “lean-minded” individuals to strike out on their own and start new businesses. In fact, some quick research I did indicates that 16 of the 30 DJIA (Dow Jones index) corporations were launched during past recessions, among them Microsoft, Hewlett-Packard, and Walt Disney, for example. Jamie makes a persuasive point.
And he’s also on target writing that Lean Thinkers’ clear focus on “customer obsession,” “direct observation” and “respect for people” can add tremendous value to the new venture. But I might have changed the order a bit and put “respect for people” first. So here’s some additional perspective on the importance of the team – people – to the success of your new business undertaking.
In my earlier days I spent some time in Silicon Valley helping start two companies, one which turned out moderately successful and was sold to a strategic buyer, and one which burned to a crisp and was eventually abandoned. These two experiences qualified me for a very small seat at the venture capital table, and I found myself assessing the viability of entrepreneurial ventures as they were brought to our attention.
I learned that, without question, the start-up team is absolutely the most critical element in the success or failure of a new company. Analyze carefully your own strengths and weaknesses and recruit others who can balance and complement these. Sure, it may be your brilliant idea for a phenomenal product or service, and you may be hesitant to share decision control, execution responsibility and eventual profits with others. But unless your business is high-powered consulting (think Deming, Drucker, Ram Charan, or James O. McKinsey – well, you get the picture) you are not likely to make the big time on your own. read more »
