Partnership Entrepreneurship: Is Team Important Or Important?

< p > for wealth, power and dreams, millions of people with lofty ideals are working hard on the road of partnership entrepreneurship.

However, entrepreneurship can not only rely on a single hot blood, nor is it a simple fermentation of opportunity, resources and technology. The growth and maturity of partners is an important factor in the growth and success of enterprises.

How to create a good entrepreneurial team? How to deal with the change from start-up to maturity and how to keep the core competitiveness of the company for a long time? < /p >

< p > < strong > 3C team < /strong > /p >

< p > good partnership < a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > entrepreneurial team < /a > should satisfy three elements (i.e. 3 C).

First of all, team members should have complementary skills (Complimentary Skills).

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< p > followed by Compatibility.

Many partnership teams eventually disintegrate because their personality and ideas are not compatible.

Partners in marketing and research and development may not be the same in language and context. The former often thinks about problems from a market perspective, while the latter thinks more about products.

Differences are contradictory, but if we want to pform this contradiction into innovation, we need to integrate differences into common goals. The compatibility of partners' personality is very important.

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< p > Third, Common Vision, is pig raising or raising children? "Raising pigs" means that the operation of enterprises as a valuable asset must be IPO at the right time, or directly resale, and the founder's cash left. "Raising children" is to make enterprises a career and hope to achieve a great, sustainable and even evergreen enterprise.

Relatively speaking, the conflict of vision is more fundamental and determines how far the entrepreneurial team can go.

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< p > the important premise for building 3C team is to make sure that < a href= "http://www.91se91.com/news/index_x.asp" > ownership structure < /a > should be determined as soon as possible. We should learn from the formal legal provisions of the US entrepreneurial team, such as agreement of the entrepreneur agreement, and standardize the partner's rights structure, equity ratio, equity trading rules, exit rules and so on.

Such a rigorous contract not only affects the distribution of interests among shareholders, but also influences the long-term problems of company strategy through regulations on voting rights and exit ways.

It is very dangerous to hope that the "gentlemen's agreement" will be normalized after the scale is bigger.

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< p > in addition, the role of any partnership team is different, but there must be a leader, such as Billero Alan and Jobs in watts.

At the beginning of the team, it is necessary to define the division of labor among each member, define team leadership and final decision making mechanism.

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< p > < strong > from growth to maturity < /strong > < /p >

< p > entrepreneurial enterprise is a small business or a "common prosperity", the key lies in the smooth pformation.

This needs to be seen and actively and effectively responding to three typical changes.

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< p > first, structure is from single to extended, from simple to complex.

Generally speaking, the most direct change of enterprise growth is from single product, regional expansion to business expansion, regional expansion, and the pformation of organizational structure from functional system to business unit system. Coordination becomes very complex. From the initial stage, the structure is flat, decision-making and rapid response to cross regional, multi product and multi-storey level, the demand for specialized management is getting higher and higher.

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< p > Second, process from casual to standard, from centralized to decentralized.

In the early days, the process of entrepreneurial team is the process of organization, but with the expansion of the scale of enterprises, standardization is inevitable, which means separation of power and introduction of professional managers.

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< p > Third, culture is from simple to pluralistic, from wolf to restrictive.

The early stage of startups is wolf culture. At the same time, because the team size is small, everyone feels at home. The character of the founder team decides the culture of the company.

However, with the joining of professional managers, the culture of other companies will bring conflict and integration to the existing mainstream culture, thus forming a new corporate culture.

Moreover, the power of entrepreneurial teams is gradually dispersed and restricted.

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< p > the key to whether these partners can adapt to these three changes lies in believing in a system or believing in several people, depending on the process, or on the heroic founder, which is the most difficult way for partners to break through in the process of pferring power to the process and pferring to professional managers.

In the early days of the partnership, the partners might have arguments but had a close relationship and could listen to the opinions of other members of the team.

But with the success of the enterprise, it may become arbitrary. Other partners may no longer tolerate the shortcomings of < a href= "http://xm.sjfzxm.com/" > CEO < /a ".

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< p > < strong > whether the introduction of professional managers < /strong > /p >

< p > let professional managers become CEO, is it good or bad for start-up companies? < /p >

< p > non professional entrepreneurs are prone to make erroneous or slow decisions when facing disruptive innovation. This is the defect of professional managers. They have more financial thinking and marketing thinking, but less creative thinking.

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Less than P, Apple introduced Sculley that year to make use of its outstanding operational capabilities.

However, when Apple's operational capability has been improved, product innovation has again become the winning sea god pin.

Google, once one of the most innovative companies in the world, is also faced with the continuation of an innovative culture.

Therefore, Google needs Paige as CEO, to guide enterprises to return to the leading group of innovation, because Schmidt, a professional manager, has made Google miss the era of social networking, at least not taking the lead.

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< p > every industry has the core success factors of the industry.

For example, the core success factor of the cosmetics industry is brand.

Therefore, the cosmetics company's CEO is often not a designer, not a chemist, but a brand operation expert.

The core competitiveness factor of chemical industry is product, so CEO comes from the technical background.

Therefore, when a start-up enterprise moves towards specialization, the core competency of the new professional manager should match the core competitive elements of the industry as far as possible.

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< p > partnership team needs introspection: what is the purpose of introducing professional managers? By establishing a systematic and perfect process to promote the sustained growth of the organization.

What needs special attention is that in foreign countries, partners and shareholders often restrict the professional managers through the governance structure. They do not need to trust people, but trust the governance structure. In China, partners are very proud of their professional managers before they start to trust, then they will be left behind, or they will be "doubtful" and they will be constrained by their own people.

This is also a major challenge to the growth of Chinese start-ups.

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