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Managing Rapid Growth. Venture Planning Chapter 17 Dowling Fall 2005. Managing Rapid Growth. Stages of company growth R&D Stage Startup Stage Early-growth Stage Maturity Stage Stability Stage Note: Few firms experience such smooth, linear stages of growth. Managing Rapid Growth.

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managing rapid growth

ManagingRapid Growth

Venture Planning

Chapter 17

Dowling

Fall 2005

managing rapid growth1
Managing Rapid Growth
  • Stages of company growth
    • R&D Stage
    • Startup Stage
    • Early-growth Stage
    • Maturity Stage
    • Stability Stage
    • Note: Few firms experience such smooth, linear stages of growth.
managing rapid growth2
Managing Rapid Growth
  • Core management modes (by company size)
    • Doing
      • <$3 million, <30 employees
    • Managing
      • $3-$10 million, 30-75 employees
    • Managing managers
      • >$10 million, >75 employees
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Managing Rapid Growth
  • The problem in rate of growth

Pressures & Demands

Rate of Growth

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Managing Rapid Growth

Issues faced in rapid-growth situations:

  • Opportunity overload
  • Abundance of capital
  • Misalignment of cash burn & collection
  • Decision-making
  • Surprises
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Managing Rapid Growth
  • Industry turbulence
    • Rapidly growing firms wrestle with:
      • Fast-growing industries
      • Many new entrants
      • Competing products/services
      • Substitutes
      • Fluctuating prices
      • Rapid shifts in cost and experience curves
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Managing Rapid Growth
  • Culture and organizational climate
    • Climate of organization can have significant impact on performance
    • Climate is created both by the expectations people bring to organization and the practices/attitudes of key managers
    • An entrepreneur’s style and priorities – particularly, how he or she manages tasks and people – is well known by the people being managed and affects performance
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Managing Rapid Growth
  • Approaches to management
    • Leadership
    • Consensus building
    • Communication
    • Encouragement
    • Trust
    • Development
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Managing Rapid Growth
  • Key points, Chapter 17
    • Demands of rapid growth have led to invention of new paradigms by entrepreneurs
    • The entrepreneurial organization today is flatter, faster, more flexible and responsive, and copes readily with ambiguity and change
    • Entrepreneurs in high-growth firms distinguish themselves with leading entrepreneurial practices in marketing, finance, management and planning
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Managing Rapid Growth
  • Key points, Chapter 17
    • As high-potential firms “grow up big,” they experience stages, each with its own special challenges and crises, which are compounded the faster the growth.
    • Establishing a culture and climate conducive to entrepreneurship is a core task for the venture.