Phase I The Start-Up	Phase II The Growing Venture	Phase III The Mature Company
Cash position Limited financial resources ... need to address basic capital and cash-flow issues
Organization No specific organizational structure
Communications Direct communication ... "one-on-one" style
Definition of the business Few, if any, stated policies
Strategic focus Emphasis on reaching the market and generating revenue
Compensation program Compensation based on need (and availability)
"How things are around here" Organizational culture mirrors the founder's style and values
"Roles & holes..." Duties and responsibilities are loosely defined -- everybody wears multiple hats
"Center" Clear sense of organizational purpose

 

Phase I The Start-Up	Phase II The Growing Venture	Phase III The Mature Company
Cash position Limited financial resources ... need to address basic capital and cash-flow issues	Cash position Increased cash-flow and requirements... some borrowing capability ... need to generate additional capital
Organization No specific organizational structure	Organization Organizational structure forms around individual personalities
Communications Direct communication ... "one-on-one" style	Communications Increased demand for lateral communication (geometric growth in need for information)
Definition of the business Few, if any, stated policies	Definition of the business Policies evolve from practices (and are often conflicting)
Strategic focus Emphasis on reaching the market and generating revenue	Strategic focus Emphasis on growth and raising capital to create and sustain growth
Compensation program Compensation based on need (and availability)	Compensation program Compensation based on need but often administered accord-ing to personal or subjective factors
"How things are around here" Organizational culture mirrors the founder's style and values	"How things are around here" Organizational culture becomes ill-defined as new people join the company
"Roles & holes..." Duties and responsibilities are loosely defined -- everybody wears multiple hats	"Roles & holes..." Duties and responsibilities are defined by the incumbents ac-cording to current priorities as they are perceived
"Center" Clear sense of organizational purpose	"Center" Duties and responsibilities are defined by the incumbents ac-cording to current priorities as they are perceived

 

Phase I The Start-Up	Phase II The Growing Venture	Phase III The Mature Company
Cash position Limited financial resources ... need to address basic capital and cash-flow issues	Cash position Increased cash-flow and requirements... some borrowing capability ... need to generate additional capital	Cash position Financial stability, slower growth, bankable Sellable?
Organization No specific organizational structure	Organization Organizational structure forms around individual personalities	Organization Formal organizational structure defined by functional needs
Communications Direct communication ... "one-on-one" style	Communications Increased demand for lateral communication (geometric growth in need for information)	Communications Increasingly formal communications -- various methods
Definition of the business Few, if any, stated policies	Definition of the business Policies evolve from practices (and are often conflicting)	Definition of the business Policies get documented for consistency and fairness
Strategic focus Emphasis on reaching the market and generating revenue	Strategic focus Emphasis on growth and raising capital to create and sustain growth	Strategic focus Emphasis on spending and cost control, less emphasis on R&D and growth strategies
Compensation program Compensation based on need (and availability)	Compensation program Compensation based on need but often administered accord-ing to personal or subjective factors	Compensation program Structured compensation based on internal and external equity considerations
"How things are around here" Organizational culture mirrors the founder's style and values	"How things are around here" Organizational culture becomes ill-defined as new people join the company	"How things are around here" Organizational culture gets redefined and is set as foundation for strategic planning
"Roles & holes..." Duties and responsibilities are loosely defined -- everybody wears multiple hats	"Roles & holes..." Duties and responsibilities are defined by the incumbents ac-cording to current priorities as they are perceived	"Roles & holes..." Duties and responsibilities are officially defined according to current and future organizational needs
"Center" Clear sense of organizational purpose	"Center" Duties and responsibilities are defined by the incumbents ac-cording to current priorities as they are perceived	"Center" Organizational purpose is formally redefined through strategic planning