How to build a tech ecosystem: The essential building blocks revisited

A few years ago I shared my views on attributes I found across emerging tech ecosystems that helped them flourish. Originally, I wrote the post as an answer to a question I was posed. As such, in this post, I’ve reviewed what’s happened in Europe over the past 4 years, and have added to that original post in hopes of helping anyone trying to answer the same question I was asked.

>

Aside from helping economies move forward through the creation of jobs and wealth, a thriving ecosystem allows startup founders to connect with other founders and share stories about how to overcome technical and commercial problems they may be facing.

Building anything new is hard, never mind alone and in a vacuum, thus sharing experiences with others should not be under-appreciated. Additionally, a growing ecosystem unlocked pools of capital be they private or public that are already existing in the local community and put them to work on improving and developing the community further.

Using London as an example, I’ve seen the local ecosystem evolve from its nascent stages, to where it is today, rivaling New York (according to Mayor Michael Bloomberg) at the global scale (this stat was from when I originally wrote this, but still feels true today).

This growth has been due to many factors, and I don’t want to seem to oversimplify what is arguable a very complex set of interplaying variables, but I do want to highlight some of the ones that stand out the most for me as drivers of a maturing ecosystem.

Local concentration of founders and other ecosystem players

In Steve Johnson’s book ”Where Good Ideas Come From,” he talks about the power of a network and how proximity of nodes aids the network’s speed of development.

London has exploded since 2014 when I wrote this article originally where I mentioned the emergence of TechHub and later on Campus and Tech City to bring together many would-be founders and growing companies. Now, players like WeWork make co-working spaces a freely available option, and new spaces like RocketSpace, Runway East, and Second Home create alternative communities to boot.

In addition to co-working spaces, if you visit local buzzing digs such as Ozone Coffee, it is quite common to see investors and well-known founders intermingling. It is through this intermingling, across cafes, pubs, bars, and restaurants, that creates the serendipity that is required to have more ideas and decisions ”just happen.”

The local culture’s support tone towards founders and local entrepreneurial heroes

Whilst it’s never easy to start a company, the process can easily be made twice as hard if you don’t have the support of your friends, family, and community. If your family thinks you are insane for not taking that corporate job and your friends think so as well, there is social friction in the ecosystem which prevents the unlocking of innovation.

Tolerance for failure is another aspect that is important for a culture of entrepreneurial innovation to occur. Failure both in terms of the personal failure, but also the legal failure. In a culture where failure brands and stays with you for life financially and socially, risk taking will naturally be discouraged.

While these aspects of a community are hard to change quickly, this is something that local governments and schools can help change through targeted campaigns (as can be seen, for example, in other forms of government intervention programs and their success rates in changing popular perceptions such national health issues).

Groups in the UK such as the ICE group also do an amazing job of bringing together founds to learn from each other, share war stories, and help overcome some of the personal challenges founders go through in their journey.

Quality of local education and engineering training

In London, we have some amazing universities, and thus, every year, a new crop of recently graduated engineers and other majors interested in starting a business enter the workforce.

For the most part, most large cities has distinguished academic bodies, so rarely is it about capability, but sometimes about offering students a place to experiment new ideas and providing them with applied internships. Universities are increasingly developing internal incubators to allow students to exercise a more applied version of their education, which either leads to new developments, or more experienced founders. In the UK (and increasingly abroad), organisations like Entrepreneur First do an amazing job of helping graduates with meeting other talented individuals, creating amazing ideas and forming companies.

Additionally, programs that help teach entrepreneurship to students, such the NEF, or to the public at large, such as Startup Weekend can greatly lead to an increase in the quality of the workforce and entrepreneurial mindset of a community. Programs such as CodeFirstGirls and Spear can also be huge enablers for many members of the community who wish to enter the tech ecosystem.

Availability of HR talent and immigration reform

Aside from students, other individuals with experience are needed in a growing ecosystem. One quick way of bridging a shortage in staff in an area is to create immigration policies that allow for talented and capable individuals to enter the county and its labor force without major hurdles.

This is an area that many countries struggle with, particularly when the local population starts taking a protectionist slant towards employment opportunities. Nothing helps accelerate an ecosystem’s growth as the importing of highly skilled migrant talent.

The UK has, in many ways, led innovation in this area, originally with the creation of the Highly Skilled Migrant Programme (no longer available unfortunately) and the Startup Visa for founders in startups that have received £50K in investment. Innovations likes these have made some great strides in solving this problem for the UK, and I’m surprised how few other countries have attempted to solve this (Naturally Brexit will bring some challenges with this, but hopefully they will be solved).

Access to successful mentors or serial entrepreneurs

It goes without saying that there are plenty of smart and accomplished in Europe. Companies such as Soundcloud Skype, Transferwise and more were born out Europe and there are plenty of new companies that are creating technologies in hardware, fin-tech, and other areas.

The challenge for any emerging ecosystem is identifying these individuals and finding an efficient way for these potential mentors to meet promising new companies and founders.

A strong and growing media presence

As the old adage goes, “If a tree falls in a forest and no one’s around to hear it, does it make a sound?” Likewise, a successful startup story without an amplifier doesn’t help inspire others to do the same.

Of course, the media isn’t only about highlighting success stories, but also helps keep the ecosystem honest by bringing to light causes, political initiatives, key players, and even the occasional startup post-mortem to help founders navigate the emerging local tech industry.

Since 2014, there has been an explosion of media covering tech in Europe, ranging from publications such Techcrunch and Tech.eu to video channels and podcasts (have you checked out our podcast here? — http://podcast.seedcamp.com/)

Access to infrastructure

Building a tech startup is near to impossible if you don’t have access to a reliable and fast internet connection and access to key services such as hosting companies, social networks, and search engines (some countries block these services for various reasons). A lot of the prior is no longer the case in the UK, but continues to be a problem in other geographies… and sometimes it isn’t access infrastructure, but rather things like access to data, hosting/processing infrastructure, and search engines, and key internet platforms.

This does mean some countries really struggle, but these problems tend to be ones that local governments are almost always keen on resolving quickly — not just for the tech community, but also for other communities. If censoring is an issue in your local ecosystem, that can still make things more challenging.

Access to experienced capital

Capital comes in many forms, but experienced capital can really make a difference to new companies. Experienced capital is not just about having made money before, but rather understanding what early stage startups are like and that they don’t fit the return profile, regularity, forecast-ability, or structure of real estate or private equity investments.

Experienced capital also knows how to coach and help founders along their journey rather than just auditing founders the way a public company analyst may.

Investors that understand how the global fundraising process works and know how to scale a company are hard to come by, so for sure any local ecosystem that has a few of these are very lucky, and the ecosystem as a whole can grow greatly by increasing the knowledge share between these individuals and the rest of the investment community.

Tax relief for investors investing in risky companies

Investing in startup companies can be lucrative if you do well and manage to back the minority of companies that do well. However, you will likely lose on most investments you make in the asset class because of its inherent risk.

This has always been the fundamentally difficult thing for new investors to digest when choosing to invest in startups versus, say, a well-structured financial product from a brokerage firm.

However, tax incentive schemes for investors led by the government, such as the SEIS program in the UK which allows investors to offset income tax and capital gains tax on positive returns on an investment, can greatly increase the attractiveness of high risk investments to investors.

Ecosystems who have government support to help investors invest more, generally manage to unlock stored pools of capital that can be repurposed to help stimulate the economy.

Tax relief for successful founders

In the same spirit as the above, ecosystems that offer founders some sort of tax relief on gains when exiting a company can effectively reduce the tax impact on them. This allows founders to have more available capital to invest in new startups. In the UK, this program is called Entrepreneur’s Relief.

Although not every exit will leave founders with a disposable net worth to invest in new startups, by creating the structure that encourages this, it merely becomes a numbers game of how many founders who are successful contribute back into the economy.

Couple with investor tax incentive schemas, you effectively create a virtuous circle of wealth creation that can be repurposed for further wealth creation.

Sure, not every founder will do this, but you just need a few to take this up, for it to be greatly effective.

Access to experienced legal counsel

Experienced lawyers can save a company a lot of time and money. I’ve seen deals go sour because someone’s counsel was not well-versed in standard terms or venture dynamics.

Lawyers are there to help you make things easier and protect you from things going wrong in the future, and not the other way around, but not all ecosystems have legal counsel that is well versed in venture law.

Initiatives such as the seedsummit termsheets, the series seed termsheets, and the BVCA documents — all available online — are good starting points for startups in emerging ecosystems to learn about what is normal and what is not. Then, if in the process of evaluating counsel for your company there is a mismatch between what you’ve seen and what they are familiar with, that is potentially a red flag.

Simplified local legal systems

Part of the legal challenge is not only just finding the right kind of lawyers to hire, but also in having the ecosystem have laws that help support Entrepreneurs. For example, laws that make it difficult to hire and fire employees make it hard for a startup to control cash burn as early founders will inevitably have to expand and contract as their companies go through natural peaks and troughs.

Simplification of the legal bureaucratic burden on the founder can make a huge difference: little things like allowing e-signatures can greatly speed up how quickly deals are completed vs having to have a notary sign or other more complicated structures which can slow things down.

And lastly, and considering how many successful startups come from after a founder has had at least one failure, a government’s treatment of company bankruptcy as either a black flag for the founder for ever more or as a state that does not tarnish one’s reputation from being able to try again.

To wrap it up…

In conclusion, whilst there are many variables to consider in how to help develop a local ecosystem, the above list are some that I see as almost very crucial to kick it off.

For example, note that I didn’t include things like interest rates or a thriving local M&A market… if an M&A market is present, for example, its great, but frankly, most foreign M&A markets pale in comparison with the global M&A market led by the top international corporations.

As such, a better place to start to try and influence change is to address the variables that are easier to adapt in the short term. In the longer term, as the ecosystem blossoms, the local corporates will take notice and will want to get involved.

If you like this post, please feel free to share with your local government officials to initiate a dialog about how to spur growth of your local community’s ecosystem.

Continue Reading

Founders For Opportunity Event

Dear Founders and European Startup Ecosystem Supporters,

Several of my friends and colleagues and I will be hosting a ‘Founders For Opportunity’ event on December 1st at Campus London from 10:00–12:30 to help disadvantaged young people in the UK find employment, and we would love for you to attend as part of this if you feel it is something that is important to you.

I’ve been supportive of Resurgo Spear’s (http://www.resurgo.org.uk/spear/) mission to help disadvantaged young people in the UK find employment for a few years now and noticed that Spear graduates mostly get support from large corporates. As such, the young people these corporates employ don’t always get a chance to ‘quickly spread their wings’ if they demonstrate grit & hustle, as we all know large organizations don’t grow as fast as startups and thus don’t provide the same upward mobility for those with drive.

Both Spear and their graduates would love to get to know the startup ecosystem better and so I thought that maybe as a community, we could provide mentoring and intros to these young people to enter into relevant fast-growing startups to kick-start their careers. If you think you’d be interested in attending the event and/or helping/mentoring/hiring a graduate from Spear, please fill out the form below to let us know.

https://goo.gl/forms/VabVIhNsvl26CyPN2

The event will be a chance for you to meet some of the recent Spear Graduates and the Spear core team, give the graduates advice and make intros for both the Spear organization and their Graduates. Currently we have the support of the Campus London team (who are kindly hosting), and several startups, but would love to have more attend and share their wisdom. If you want to hear some testimonials from their graduates, check out their case studies here > http://www.resurgo.org.uk/spear/case-studies/

Although your support in attending would be more than enough, if you’d like to donate to Spear to help them with their initiative, feel free to do so here — https://www.justgiving.com/fundraising/fundraisingfieldguide-charity-3

If you can’t attend, but would like to support by sharing with other founders or ecosystem players, feel free to use this link for the event form — http://bit.ly/2m0hGju

Continue Reading

To ICO or to Venture, that’s the question.

With the number of successful ICOs that have been completing in the last 12 months ($1.5Bn raised in 2017 alone), some have declared venture capital on its dying legs.

“I think the Sequoias of the world will go out of business. I think all the big VCs are done. The role isn’t there anymore.” Brock Pierce, Founder of Blockchain Capital.

Is venture dead? While worth posing, I think the question is inherently incomplete, as it conflates many ideas into a simple debate for impact. In this post, I’m not hoping to declare one type of investment as the winner (or loser), but rather, to showcase where each has their place — and where the models might even be reconciled or combined.

Firstly, there is a difference between the mechanism/structure investors use to invest in a company, and the value-add (if any) which the investors bring to the founder, alongside their financial investment. Another way of thinking about is to think of Venture Capital as a bundled product, combining capital, advice and assistance (e.g. with hiring and recruitment). ICOs, from this perspective, represent one further evolution in the commoditization of capital and the beginning of the de-bundling of venture capital — and perhaps even progress for LPs, measured through liquidity (see Spice VC).

From the capital point of view, an institutional investor, typically a VC, in theory, can invest via any mechanism/structure (eg. crowdfunding, ICO, etc), but there is a reason why they prefer (for now) some structures, and this partly has to do with governance & institutional restrictions (which is usually imposed on them by their LPs and from prior experience of where things can go wrong) and partly due to economic return alignment as things stand as of today (more on that below). A non-institutional investor (eg. someone participating in crowdfunding), by contrast, has less limitations and thus can invest in whichever structure she or he wishes to.

From the relationship point of view, a founder circumventing traditional pools of institutional capital of high quality (let’s put aside those less value-add investors which generate some of the pain founders feel when raising), might be passing up more than just a source of capital. They may also be inadvertently declining key industry/financing relationships, as well as investor experience that cuts across industries and founders they’ve worked with in the pas.

Thus, the original question of whether to ICO or to pursue traditional Venture could be broken up into these parts that are included in the conflated question:

1) What does the investor(s) bring to the table above and beyond their capital? Do you need that value-add for the specific project being worked on?

2) How many investors will be allowed to invest in Token sales / ICOs by their LPs and get comfortable with the idea of questionable liquidity to fiat in the short to medium term (thus forcing founders more towards crowd-funding via ICOs and at the exclusion of traditional VC)?

3) Will the ICO/Token-Issuance deal-structure be the preferred investment structure over traditional equity/convertible rounds in the next 5 years for professional/institutional investors due to reduced complexity?

4) How will governance evolve in the ICO world to capture some of the best practices which have been honed over years in the VC world, within the ICO world?

In the words of my colleague Kyran Schmidt —

The question of governance is an interesting one and I think we may well see evolution in structures so that token builder incentives more closely replicate the traditional incentives provided by venture capital — e.g. milestone-based financing. You could even see blockchain-based smart contracts as an enabler for that e.g. capital is only sequentially released to a foundation or developers if certain milestones are hit (network usage, transactions processed, etc).

My colleague Tom Wilson has this to say on this point —

I don’t think the primary driver behind higher governance in ICOs will necessarily be VCs’ LPs, but it will likely be a driver as the market matures and LPs understand the space more. I think that many of the key governance matters (information rights for example) actually help companies rather than hinder and hence why they’ve become standard in all financings and will find their way into ICO docs etc. Good governance can actually align interests and ICO companies should look to incorporate rather than fight against such rights.

I also think another driver of higher governance in ICOs will, unfortunately, likely be a large high profile failure (i.e. a team, ‘company’ or protocol developer, that has raised a large amount on an ICO making off with investors’ money) — this will not only drive the market to get hotter on governance matters but will inevitably drag the regulators and legal system to look into regulations around ICO offerings (this will probably happen quicker in jurisdictions where it’s possible to offer to non-sophisticated investors).

So, what do I expect to be the outcome over the next few years? Firstly, I think that there will be some mapping of traditional investment best practices into ICO structures, secondly, I think more and more institutional investors will get comfortable with investing in the new structures and assets being created by ICOs, and lastly, as an industry, we will develop better ways to leverage relationships with token developers, token holders and sources of capital.

Continue Reading

The future of the workplace in a post-A.I. world

Last week and this week have seen two amazing conferences focusing on the future of Artificial Intelligence. This week, we had CogX in London (led by the guys over at CognitionX), and last week, we had the first Transform.ai conference in Paris, where I was moderated a panel with David Yang (ABBYY), Polly Sumner (Salesforce), Jacques Bughin (McKinsey), and Christos Tsolkas (Philip Morris International) on the subject of the future of the workplace in a post-artificial-intelligence world.

We covered questions such as: What happens when machines can do what you can do? How is AI is reshaping the workplace? Everyone, from factory workers to oil drillers to doctors to fashion designers will have to work alongside machines, sometimes very “smart “ones... What type of jobs will exist in the future? How will it change the way managers perform their jobs (from hiring, to evaluating to promoting talent)? Will the machines manage us? What type of skill sets will we need and how can companies prepare their workforce and their leadership for this new world?

One of the themes that came up in both conferences is the impact the Singularity will wield on us. The term the ‘Singularity’, made famous by Ray Kurzweil, and it refers to a point in the near future where the scales tip in favor of AI-enhanced beings. Sci-fi writers, fear-mongers and futurists all compete to imagine what this would look like. Though changes may not be as drastic as those seen in terminator, one can extrapolate that many of the things we call ‘labor’ today will be drastically different. Basically, the future of the workplace and workforce is uncertain, and therein lies the problem in discussing the topic today.

Just as industrial robots have changed the landscape of manufacturing, AI will change the currently ‘secure’ world of knowledge-workers, but how, no one really knows.. will we be integrating AI-enhanced bio-compatible hardware to help us make decisions? Will we be simply relying on machines to do all the heavy lifting and humans therefore become the ‘creatives’? Is creativity even ‘safe’ in the workspace of what humans can do better than machines, or will creativity be replaced with a human-fooling ‘simulation’ of creativity?

In that spirit, let’s start by looking far ahead and then work our way backwards to today. The big questions we need to answer include: What new types of jobs will be created in a post-AI world? What will be the phases of our integration with AI? And finally, what businesses are being created today that can either augment the capability of, substitute, or increase the efficiency of, a human-worker?

Let’s address the hardest one first: what are the jobs of the future.

AI will replace us gradually. During this process, there will be short term and long term jobs. According to a recent MIT article, these jobs fall into three types: The Trainers, those who improve AI systems, The Explainers, those who interface with commercial or other entities not in direct contact with the AI, and The Sustainers, those who ensure AI operates as intended. Further examples of these roles ‘in practice’ can be found in the article.

Whilst that article does present a very interesting angle on how things could evolve in a world where machines take over all elements of our decision making, one of the points that Polly brought up in the panel was around ethical/human decisions that even Trainers (to use the article’s language) will not be able to fully solve. For example, how do we create consistency across AI platform decisions in a world where different companies with their own different motivations, might train AI systems to varying degrees of choices ranging from discriminatory for some, to too progressive for others? Would it be a human committee that settle’s matters for example? It all kind of boils down to a simple question — Will general AI every truly pass the Turing Test across all types of interactions, including those that require credible emotional responses or the resolution of complex ethical dilemmas? Across the web many, including Polly and myself, don’t agree that we will fully get there, but I do think we will be able to feel for and have empathy for machines, which is the inverse of, but still quite different that the key point we discussed.

As such, perhaps the transition to how we replace our workforce entirely by machines will be far more gradual and in far less ‘singularity’ sounding ways. One of the points David brought up was around the subtle integration we will likely go through in incorporating AI technology. We might go from our current wearable-tech phase to a phase where we are embedded with AI systems that help supplement our decisions. In a recent podcast interview with two Seedcamp AI Healthcare companies Viz.ai and Gyant.com, we walked through how this might work as doctors leverage technology to make better decisions and possibly move a lot of the diagnosis to machines which might make fewer mistakes than exhausted humans. Moving away from wearable or embeddable, we enter into the phases of integration which start resembling science fiction, including autonomous general AI and ideas like Von Neumann probes, which the sci-fi book We are Legion, does a great job of illustrating how autonomous systems could help us conquer the galaxy. In his book, Nick Bostrom, also highlights other ways a super-intelligence could surface in the future.. here is his summary:

A speed superintelligence could do what a human does, but faster. This would make the outside world seem very slow to it. It might cope with this partially by being very tiny, or virtual.
A
collective superintelligence is composed of smaller intellects, interacting in some way. It is especially good at tasks that can be broken into parts and completed in parallel. It can be improved by adding more smaller intellects, or by organizing them better.
A
quality superintelligence can carry out intellectual tasks that humans just can’t in practice, without necessarily being better or faster at the things humans can do. This can be understood by analogy with the difference between other animals and humans, or the difference between humans with and without certain cognitive capabilities.

Putting all this ‘Supply Side’ tech to one side, one of the points Jacques brought up on the panel was around the demand for these technologies in markets and companies he advises vs. the supply of technologies we hear about. Jacques made it very clear that demand lags far behind, as there are many complexities, not only in understanding the implications of the technologies that are surfacing, but also the process of integrating them. Christos, who has worked in the space of digital transformation, shared examples of how complex integrating digital services across a company’s functions such as, Targeting and Planning, Customer Service, Internal Collaboration, and Customer ordering can be. Nevermind the issue of then trying to link them into AI systems which might be pseudo-autonomous and could wreak havoc across different parts of the larger organization.

In conclusion, the future is both exciting and uncertain. Exciting because there are a huge amount of opportunities for AI to reduce risk for humans in jobs that are dangerous for humans or where humans’ imperfections create danger. Think defense-related jobs, public hygiene-related, or toxic-material management related, all of which will help reduce a lot of social and health problems (possibly). Uncertain, however, because there is some risk that AI might just be able to crack that Turing Test across the board and leaving us totally jobless.. unless it doesn't, leaving us humans ‘safe’ to deal with jobs that are classically in the realm of what we consider ‘human’: creative jobs, empathy-centric jobs, ethics-centric jobs, and lastly jobs where discerning the fine line between good data from the bad data is critical.

Continue Reading

The 5 things you need to know to scale a startup

Scaling a company, particularly after having received substantial funding, is no easy feat. It requires an entirely new set of skills that are not exactly those that allowed a founder to succeed in finding product market fit in the first place. Whilst nimbleness is always a top priority in any stage of a startup’s life, there are some areas of the startup that start breaking without the right processes to provide structure amongst diverse groups within the organization (if you want to read more about moving relationships into a process check out my post on that here). There is some good literature out there on the subject of how to organize and scale teams to perform better as they are pushed to outperform themselves and their market rivals. One of the classic works in this space is the book Scaling Up.

However, nothing is better than sitting down with founders that have just gone through something to get the modern feel for the hurdles of any challenge. In order to prepare anecdotes for a panel I had at the Collision Conference on this subject (scroll to the bottom for the embedded video), I had the chance to sit down with notable scale-up founders Kristo Kaarmann of Transferwise, Geoff Watts of EDITED, Laura Woo of Shippo, and Andy McLaughlin of Huddle to discuss the topic of scaling and their experiences.

After hearing the war stories and challenges they had in scaling their companies from a small founding team to well over hundreds of employees, I noticed a few commonalities. It should come as no surprise that most of these commonalities revolved around dealing with people. How to find them, hire them, train them, and empower them.

The top 5 commonalities that surfaced during our chats to consider when scaling a company are:

The Evolution of founder from operator to manager — The role of a founder evolves and needs to grow to that of a manager, focusing on hiring people and fundraising. If necessary, hiring an exec coach can be useful to help deal with many of the questions a founder will have during this process.

Geoff shared — “You’ve got to trust your managers and develop yourself as a manager too; you need to get buy-in from people and can’t make decisions unanimously… Everything becomes a teaching moment not an execution moment.”

Laura shared — “You role as a founder changes every 6 months, always expect new issues to come up after you start getting used to how things are.

The Transition from one team to managed teams — The inflection point of direct involvement operationally to having others take over, seems to hover around 20 people. This means, that at this point, founders start struggling to keep track of all operational matters and needs to get comfortable with a scaleable structure that trusts managers.

Kristo shared — “The philosophy we implemented was sharing a strategy into as many as independent units as possible and giving them autonomy to execute on it. Parallel autonomous teams. Provide guidance naturally, but transition into an independence model, and hire accordingly. Let them (the teams) make decisions themselves.”

For further reading on this, check out Kristo’s blog post on the matter — 
http://tech.transferwise.com/we-inspire-smart-people-and-we-trust-them/

The Focus on scaleable hiring — Hiring is a huge bottleneck, so at some point, having an internal recruiter really helps to deal with that process more efficiently. Staff don’t always scale, and so expect some attrition or people you’ll have to let go. Have a way of clearly determining the value new hires bring in and make decisions quickly.

Laura from Shippo shared — “Early employees can sometimes stop scaling, and you need to be able to think about transitioning them out, for if not, they can become toxic. Acquiring talent and hiring can be a full time job. Early on, at roughly 25 people, we hired an internal recruiter, and wished we had got one earlier. Onboarding is critical— keeping culture alive after 25 people, particularly where you can’t talk to everyone any more. Lastly, you need to be comfortable at hiring people that are much better than you, and let them loose on tactical stuff, and you focus on setting the vision.”

The Agreement on and adoption of company values and culture — Getting a company culture down clearly and creating an on-boarding process that instills this in new hires is critical. Once accomplished, it allows founders/managers to provide the teams the manage with the independence highlighted in the previous points on this blog.

Bretton Putter, founder of CultureGene.ai, breaks the process down into three parts:

Define — Surface your company’s unique purpose, vision, mission and values.
Embed — Embed your culture into every business policy, process and function.
Learn — Develop self-managing leaders who experiment, learn and grow.

CultureGene is a culture-first consultancy and culture-centric executive search firm. Feel free to get in touch with Brett here — hello@culturegene.ai

The Balancing of company culture with the use of scaling tools and processes— Lastly, start creating policies (eg. expenses policy, hiring policy, etc) that allow for you to scale, but don’t let the policies run away and hold your culture hostage (eg. how United Airlines dealt with a passenger because they needed a seat free in their flight).

Kristo shared an example of how he sets guidelines for his staff, but then gives them room to do what’s right, and in alignment with the company values — “we have less than 300 people in customer service and they don’t have scripts; we let them decide how to deal with calls. There are some dos and don’ts but we need to hire people who can do it on their own.”

Hopefully, by keeping these 5 points in mind, you will be able to scale up without any huge hiccups, but more importantly, empower your team to help you achieve your company’s goals.

Below is the video of the panel session I had at the Collision Conference 2017. On the panel with me was Max from Instacart and Vince from Avast.

Continue Reading
1 2 3 5