The effort to breathe life into an idea, and to get a venture to the point where it is viable, profitable, and ultimately thriving, is not for the faint of heart. It requires considerable sacrifice from the founders and their team, but also being forceful, dogged, even pugnacious, with some disorganisation \u00a0\u2013 essentially scrappy \u2013 to achieve the desired outcomes. <\/span><\/p>\n

However, as the business evolves, it ought to be understood that certain behaviour that may be accepted from a young and enthusiastic startup, will not be accepted from a more established operation. For those who still want to maintain (to some degree) a scrappy ethos, even though the business has grown, the trick is to is modify how that scrappiness will be demonstrated, especially in the behaviour and attitude exhibited for and on behalf of the organisation.<\/span><\/p>\n

Sadly, an organisation\u2019s culture is an area very few business owner and leaders give the requisite attention, and more so in the entrepreneurial segment. \u00a0In many startups, the founders and the initial team are friends, so there is a very relaxed atmosphere, and also one where the members may feel invested in the project. As a result, there tends to be an all hands on deck and a more communal approach to getting the business on a sounder footing, with very little thought being given to the culture that is being fostered. <\/span><\/p>\n

However, as the business grows, which may be driven by an urgent demand for skills and manpower, again, targets and deadlines may continue to overshadow the establishment of critical organisational and staff policies. However, the culture \u2013 especially the gaps and issues become amplified – as staff numbers increase. <\/span><\/p>\n

In deciding on the corporate culture that ought to be fostered, it is important for an organisation, among other things, to have a clear picture of what it stands for, what its values are, and consequently, what it should be looking for in its employees, consistent with those values. Further, even in organisations that want to boast of having a (relatively) flat structure, or one that is highly collaborative, the underpinning framework must be carefully planned and implemented. <\/span><\/p>\n

All too often, businesses fail because entrepreneurs (or the founding team) do not have the skills to truly manage the business as it grows and matures. The mindset of entrepreneurs, to possess the wherewithal to build a viable business from nothing, and that of the CEO (or of the executive team), who are required to lead the organisation, is completely different.<\/span><\/p>\n

The case of Uber is a classic example of what can happen when the founders, who do not possess the requisite skills and experience, remain in charge. In reality though, it is hard to ask founders, who have given their blood, sweat and tears to build their business, to have over the reins to an outsider. It thus requires a certain level of maturity among those individuals to see beyond themselves to the needs of their business, and its long term survival, as occurred with Twitter and Google.<\/span><\/p>\n

Finally, and following on the maturity of an organisation\u2019s leadership, is the ability to establish systems that foster transparency and accountability. As an organisation grows, the need for order – even in what might appear to be a relaxed atmosphere – is essential. <\/span><\/p>\n

Quite frequently, information is hoarded by senior management, and the staff who actually need it – to facilitate collaboration, cooperation, and decision making – do not have access to it. In the same way, processes are not put in place, and decisions (such as those related to human resources), appear to be made in an ad hoc manner, which ultimately can affect staff morale and retention.<\/span><\/p>\n

With regard to accountability, it is not only with respect to performance targets set for staff. It should also include regular assessments of an organisation\u2019s leadership and manner in which the business is being managed – all of which should be aligned with the vision of the organisation and the corporate culture it wishes to foster.<\/span><\/p>\n

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