Entrepreneurs must build strong foundations for enterprises the world needs. This presentation covers the principles of foundation design — the process of aligning your vision, team, product, market, business, and culture.
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6 Things Every Entrepreneur Must Get Right
1. Chad Kaul, Founder & Principal
6 Things Every Entrepreneur
Must Get Right
@s19y_ventures
http://startupdesignstrategy.com
Sta rtu p
D e s i g n
Strategy
Follow me @crkaul
2. There are 6 things every entrepreneur must get right.
Vison Team Product
Market Business Culture
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3. – one –
Clearly articulate where you are, where you are going, and why.
Get people to believe in the future you’re trying to create.
Vison
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4. – two –
Recruit the people who can make your vision a reality.
Do something no one else can do.
Team
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5. – three –
Solve the problems preventing your future from arriving.
Focus on being better before being cheaper.
Product
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6. – four –
Create a defensible position in your market with room to grow.
Build a moat to protect your business from competitors.
Market
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7. – five –
Capture more value than you consume creating value.
Increase revenue before cutting costs.
Business
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8. – six –
Cultivate growth in your employees, company, and industry.
Invest in developing your vision.
Culture
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9. You need to get all 6 right.
Vison Team Product
Market Business Culture
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10. Sta rtu p
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Together they form your startup’s foundation.
Culture Team
Market
ProductBusiness
Vision
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And your brand ties them all together.
Culture Team
Market
ProductBusiness
Vision
BRAND
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It’s a positive feedback loop.
Culture Team
Market
ProductBusiness
Vision
13. Sta rtu p
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There’s a virtuous cycle.
Culture Team
Market
ProductBusiness
Vision
14. Sta rtu p
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The more clearly you articulate your vision…
Culture Team
Vision
15. Sta rtu p
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The stronger your team…
Vision Product
Team
16. Sta rtu p
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The better your product…
Team Market
Product
17. Sta rtu p
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The bigger your market share…
Product Business
Market
18. Sta rtu p
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The more profitable your business…
Market Culture
Business
19. Sta rtu p
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The more you can cultivate growth and invest…
Business Vision
Culture
20. Sta rtu p
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…in making your vision reality.
Culture Team
Vision
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There’s also an un-virtuous cycle.
Culture Team
Market
ProductBusiness
Vison
22. Sta rtu p
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We start out fighting the un-virtuous cycle.
Culture Team
Market
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Vison
23. Sta rtu p
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People don’t understand why our startups need to exist.
Culture Team
Vision
24. Sta rtu p
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We don’t have the people who can make our vision reality.
Vision Product
Team
25. Sta rtu p
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Our product is something people currently live without.
Team Market
Product
26. Sta rtu p
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We are irrelevant in our markets.
Product Business
Market
27. Sta rtu p
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We don’t produce the cashflow needed to sustain operations.
Market Culture
Business
28. Sta rtu p
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Our cultures don’t foster growth toward our vision.
Business Vision
Culture
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The first step is to clarify your vision.
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A strong foundation begins with a clear vision.
34. Sta rtu p
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Align your vision, team, product, market, business, and culture.
Culture Team
Market
ProductBusiness
Vision
35. Sta rtu p
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Minimize your time starting up.
Culture Team
Market
ProductBusiness
Vision
36. Sta rtu p
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Design a strong foundation for an enterprise the world needs.
Culture Team
Market
ProductBusiness
Vision
37. #FoundationDesign
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Minimize Time
Starting Up
Can we get other
people to see it also?
Product
People
Need
Sustainable
Business
MOdel
Culture of
Growth
Is our team
aligned on the
vision?
Do we understand
why we need to exist?
What uniquely
qualifies us?
What skills form the
basis of our competitive
advantage?
Do we have the
team to make our
vision a reality?
Can we deliver a
10x product?
What's our go-to-
market strategy?
Clear Vision
The
Right
Team
How should we
position the
product?
Do we create more value
than we consume?
Strong
Market
Position
How could we create
a dominant position in
the market?
Are those skills represented
well on the team?
Who do we need?
Are we solving a big enough problem?
Do our customers
really need us?
What values will determine how we do business?
Have we discovered
the real opportunity?
How much
will we invest
in growth?
How do we make our progress
toward our vision permanent?
Is our vision still relevant?
How much growth can we foster in our employees, company, industry, and society?
Are we
operationally
efficient?
Are we limiting
the value we can
capture
start /
repeat