An Agile Entrepreneurship a model to improve start-up success rates

An Agile Entrepreneurship a model to improve start-up success rates

ICMLG 4th International Conference on Management, Leadership and Governance 14th - 15th April 2016, St Petersburg, Russia.

Introduction to Declan DipEng, CDipAF, MBA The Career • Computer Automation (6) • Trio-Tech (2) • Donnelly Mirrors (1) • Amdahl/DMR Consulting/Fujitsu •

• • •

•

(13) Accuris (2) - CEO KBS* (2) - Consultant Insight Test Services* (5)-CEO Cap Gemini-Sogeti (3)- CEO SBITS* (5) – Consultant/CEO. From Engineer to CEO & Business Founder*

Relevance • International Advisor • Enterprise/Entrepreneur development. • MNC Development • Research

Commercialisation/Spin Outs • DIT Traders-Now, IVI IT-CMF • Enterprise Ireland Partner Prog.

• Author, Speaker, Mentor • Entrepreneur • Expertbounce.com • Siriusperf.com • Intelligentorg.com

Supporting Individual, Team, & Orgsanisation Performance Improvement

www.advantage-book.com

Traditionally

The Business Plan

Harvard Business Review 2011 A study by Harvard Business school indicates that New Venture failure rates are between 30% and 90% depending on how you define the criteria for failure: • 30% to 40% where investors liquidate and lose most or all of their investment. • 70% to 80% where the business stakeholders fail to see expected ROI • 90%-95% where the business declares a projection and fails to meet that projection

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

www.advantage-book.com

University of Tennessee Study

We need to improve what the entrepreneur does?, How? & When? “The right things, The right way, at the right time”

People & Human Systems Challenges for Entrepreneurs

Uncertainty Change Alone New Volume/Capacity Variety/Competence Lots of advice & info

When? Time

Enable Comfort & Confidence

Framework/Methodology Systematic & Models Rules & Guides & Process Quantitative & Qualitative techniques Phases & Templates

Focus Priorities Direction Alignment Productivity

www.advantage-book.com

Agile Framework & Method The priorities & Selection for Next stage

The current Stage/Phase Being worked

Focus on “Advantage” “A condition or circumstance that puts one in a favourable or superior position”

“What if we could have every stakeholder with this focus on their role and outputs ?”

Sources of Advantage create, Market Competitive Advantage which result in, The Customer experiencing value leading to, Stakeholder Value Creation For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Be Clear on you advantages

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Competitive

Internal Advantage What are our sources of advantage core competence, capability, process, offerings in the home market and how do they apply or are adapted for a foreign market. Market Advantage What is our core advantage over the competition in the markets, is it different from the home market and how do we adapt and leverage Customer Advantage Is there a compelling value proposition for a customer or group of customers in the new market Strategic Advantage When we consider our internal and external advantage does it give some level of strategic advantage that might allow for achieving a leadership position

www.advantage-book.com

An Agile approach with Focus Advantage

Business Performance

www.advantage-book.com

Market Definition Market Entry Beach-Head

www.advantage-book.com

How does it work? Innovative Solution & Advantage Defined

Compelling need for a solution confirmed

Market confirmed attractive

Potential customers confirm purchase criteria

Promoters aligned & Organised

Promoter credentials & capability

Expectation resources available

www.advantage-book.com

How does it work?

Promoters aligned & Organised

Diagnosis & Gap Analysis

• • • • •

Vision Goals Roles Incorporation Shareholder Agreement • SWOT • Key Stakeholders

Knowledge Base

Tools & Templates

Goals of Stage 1 Potential Advantage(1) Establish real advantage potential exists in the market. Confirm capability to create the advantage exists. Compelling advantage for target customer.

Validation of Business Opportunity(1) Confirmation a markets exists for the product/service. Confirmation that there is a value proposition which can deliver an ROI Confirmation the capability exists or can be created to deliver the ROI.

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

www.advantage-book.com

Stage 1 “Potential Advantage” Validation of Business Proposition: confirmation we are building the right business

Stage 2 “Create Advantage” Verification of Business Proposition: Confirmation we can build it right

Create Advantage(2) Pilot/POC to establish can advantage be created. Confirm with customers advantage is visible Validate Assumptions.

Verification of Business Opportunity(2) Establish core advantage and business creation processes Customer & Market profiling through engagement Sweet Spot Customer and Beach-head planning

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Stage 3 “Proving Advantage” Confirmation with customers that scalable value exists

Proving Advantage(3) Customers experience advantage Refining & Developing advantage

Confirmation of Business Opportunity(3) Beach-head market entry Professionalising the business & Performance Management

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Stage 4 “Protecting Advantage” Securing growth, share & loyalty

• Protecting Advantage(4) • Expanding Advantage net.

• Securing the Business Opportunity(4) • Full Market Entry • Starting the Scaling process

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Stage 5 “Leveraging Advantage” Scaling the Business leveraging assets to extend reach

Leveraging Advantage(5) Advantage Asset Management Advantage Life Cycle Management

Scaling the Business Opportunity(5) Release talent & Collaboration Strategic Growth options (Organic/inorganic)

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Stage 6 “Changing Advantage” Continuous Innovation Continuous entrepreneurial growth

Changing Advantage(6) 1. New rules in current game on the same field; 2. New game on current field; 3. Similar game on another field; 4. New game on new field.

Continuous Business Innovation(6) Change Management Value Management

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

Conclusions • Agile Framework driven by Information, Data & Learning • “The right things, the right way at the right time” • Cultural and Operational focus on Advantage • Connects actions to customer and business outcomes • A Roadmap for starting and scaling an enterprise • Connects the stages with important functional and business outcomes

• Small % improvements in success rates can have large

economic impact.

For Full Advantage Note (Paper) or to get a copy of the book www.intelligentorg.com

www.intelligentorg.com

THANKS Preview @ http://intelligentorg.com/preview-advantage/

PDF eBook http://advantage-book.com

Paperback version http://amzn.to/15F5JfT (Amazon))

Kindle eBook http://www.amazon.com/dp/B00D3I72OI

ePUB , other eReaders (Nook etc.) http://www.smashwords.com/books/view/321187

Learn more about The Business Advantage Model™ http://intelligentorg.com/the-business-advantage-model-2/