Posted on: January 18, 2021
Don’t shed any tears for our founders. The angel investor’s offer would have left Triandiflou in control of the board: Joining him on it would be only his cofounder and the angel investor himself. Boards can sometimes help founders find new roles. The path from founding to success is a long and winding one, with dilemma after dilemma forcing founders to make decision after decision, all with important—and sometimes surprising—short-term and long-term consequences. In such cases, investors allow founder-CEOs to lead their enterprises longer, since the founder will have to come back for more capital, but at some point outsiders will gain control of the board. Founders don’t let go easily, though. The Founder's Dilemmas is the first book to examine the early decisions by entrepreneurs that can make or break a startup and its team. Naive entrepreneurs don’t know the dilemmas they will face regarding growth, hiring decisions and long-term control. They do. They may also want to wait until late in their careers before setting up shop, after they have developed broader skills and accumulated some savings. As start-ups grow, entrepreneurs face a dilemma—one that many aren’t aware of, initially. Why do people start businesses? Founders who want to manage empires will not believe they are successes if they lose control, even if they end up rich. Eloquent – You’ll enjoy a masterfully written or presented text. Your highlights will appear here. The Founder's Dilemmas is the first book to examine the early decisions by entrepreneurs that can make or break a startup and its team. The founder’s dilemma. The organization has to become more structured, and the CEO has to create formal processes, develop specialized roles, and, yes, institute a managerial hierarchy. What we say here about books applies to all formats we cover. In 1917, Henry Royce was pushed to merge Rolls-Royce with Vickers, a large armaments manufacturer, in order to form a stronger British company. Harvard Business Publishing is an affiliate of Harvard Business School. For instance, serial entrepreneur Evan Williams built Pyra Labs, the company that coined the term “blogger” and started the Blogger.com site, without the help of outside investors and eventually sold it to Google in 2003. Thus, the faster that founder-CEOs lead their companies to the point where they need outside funds and new management skills, the quicker they will lose management control. Want more Harvard Business Review?Subscribe … Wasserman argues that people problems are responsible for a significant portion of startup failures, and that entrepreneurs tend to underestimate their potentially dangerous long-term effects. The Founder's Dilemmas is the first book to examine the early decisions by entrepreneurs that can make or break a startup and its team. We look at every kind of content that may matter to our audience: books, but also articles, reports, videos and podcasts. As a founder you ignore "people problems" — your own and those of your team — at your peril. The dramatic broadening of the skills that the CEO needs at this stage stretches most founders’ abilities beyond their limits. If they do, founders may even become accomplished enough to regain control. The Founder’s Dilemma. Founders’ attachment, overconfidence, and naïveté may be necessary to get new ventures up and running, but these emotions later create problems. Many founders operate by gut and intuition rather than by assessing every option with careful consideration. The founder hires people to build the business according to that vision and develops close relationships with those first employees. All rights reserved. 1954. November 21, 2020. I recently consulted with a successful Virginia-based nonprofit whose founder-CEO had faced two coup attempts. Even though they had comparable backgrounds, they received 20% less in cash compensation than nonfounders who performed similar roles. Choosing between money and power allows entrepreneurs to come to grips with what success means to them. I’m learning that solving the founder’s dilemma starts by remembering that your family is your best asset and your best group of friends. “The Founder’s Dilemmas” Creating a business from scratch is difficult, even when your dreams and passions guide and motivate you. Harvard Business School professor Noam Wasserman identifies the common “founder’s dilemmas” and details their short- and long-term consequences. The author’s studies indicate that a founder who gives up more equity to attract cofounders, new hires, and investors builds a more valuable company than one who parts with less equity. Analytical – You’ll understand the inner workings of the subject matter. Early on, a hospital executive who felt he was himself more qualified to lead the organization mounted one takeover bid, and some years later, a board member made the other bid when the venture was beginning to attract notice. Because the founder’s emotional strengths become liabilities at this stage. In 2004, when the board launched a search for the company’s next CEO, it couldn’t find anyone more qualified for the job than Wilcox himself and made him CEO—a position he has held ever since. The book focuses on the key dilemmas a startup founder will face over the course of starting a company. The Puritan Dilemma: The Story of John Winthrop is a nonfiction account of the early colonization of America, written by acclaimed historian Edmund Morgan. Their past decisions regarding cofounders, hires, and investors will usually tell them which they truly favor. Founders who want to become wealthy should be open to pursuing ideas that require resources. The decisions you face along the way – when to launch, whom to bring on board, where to obtain financing and how to share equity – have short- and long-term ramifications. Triandiflou felt that Ockham would grow bigger if he roped in the venture capital firm rather than the angel investor. One of my favorite examples comes from history. The Founder’s Dilemma harvard business review • february 2008 page 3 higher ﬁnancial gains but others, which founders often chose, conﬂicted with the desire for money. If you don't figure out which matters more to you, you could end up being neither rich nor king. Those desiring control should restrict themselves to businesses where they already have the skills and contacts they need or where large amounts of capital aren’t required. The board’s task is straight-forward if the founder underperforms as CEO, although even when founders are floundering, boards can have a hard time persuading them to put their “babies” up for adoption. Asked why, Williams told the Wall Street Journal in October 2005: “We thought we had the opportunity to do something more substantial [with Odeo].” Having ceded control quickly in an effort to realize the substantial potential of the company, Williams has had a change of heart, buying back the company in 2006 and regaining his kingship. Other researchers have subsequently found similar trends in various industries and in other time periods. As one investor stated, “You can replace an executive, but you can’t replace a founder.”. The book is both a biography of John Winthrop—one of the leading figures in the establishment of the Massachusetts Bay Colony—and a chronicle of the settling of New England. As he told BusinessWeek in October 2007, “The trade-offs are just too great.” Gabbert is clearly willing to live with the choices he has made as long as he can run the company himself. Here's what the ratings mean: Applicable – You’ll get advice that can be directly applied in the workplace or in everyday situations. We rate each piece of content on a scale of 1–10 with regard to these two core criteria. I have to be the one running it,” several entrepreneurs have told me. For instance, John Gabbert, the founder of Room & Board, is a successful Minneapolis-based furniture retailer. Founders who want to be CEO for a longer time in their next venture need to learn new skills. Then it usually takes two or three rounds of financing before outsiders acquire more than 50% of a venture’s equity. By the time the ventures were three years old, 50% of founders were no longer the CEO; in year four, only 40% were still in the corner office; and fewer than 25% led their companies’ initial public offerings. Drawing on a decade of research, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. The founder realized that if he continued to accept money from outside organizations, he would face more attempts to oust him. More specifically, he exposes the tacit tension that exists between creating wealth and maintaining control. Phases of core dilemmas The phases of core dilemmas: View The Founder’s Dilemma.pdf from GSBA 550 at University of Southern California. He’s not the only one to have fought the inevitable; four out of five founder-CEOs I studied resisted the idea, too. Background – You’ll get contextual knowledge as a frame for informed action or analysis. The Founder's Dilemmas draws on the inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, while mining quantitative data on almost ten thousand founders. Yet getAbstract encourages would-be founders, entrepreneurs and venture capitalists to keep reading: You’ll find Wasserman’s insights and solutions well worth your time – and they may make the difference between your start-up’s success or failure. This fundamental tension yields “rich” versus “king” trade-offs. Few have been both. Investors wield the most influence over entrepreneurs just before they invest in their companies, often using that moment to force founders to step down. One Silicon Valley?based venture capital firm, for instance, insists on owning at least 50% of any start-up after the first round of financing. Visionary – You’ll get a glimpse of the future and what it might mean for you. This book offers solutions. Most entrepreneurs want to make a lot of money and to run the show. The reason isn’t hard to fathom: There is, of course, another factor motivating entrepreneurs along with the desire to become wealthy: the drive to create and lead an organization. A decision you make to avoid conflict in the present may create difficulties in the future or put your start-up on an unintended path. Conversely, founders who understand that their goal is to amass wealth will not view themselves as failures when they step down from the top job. If he accepted the other offer,though, he would control just two of five seats on the board. Our rating helps you sort the titles on your reading list from adequate (5) to brilliant (10). From dilemmas with co-founders to acquisition and exit dilemmas, Wasserman uses research collected from over a … At the start, the enterprise is only an idea in the mind of its founder, who possesses all the insights about the opportunity; about the innovative product, service, or business model that will capitalize on that opportunity; and about who the potential customers are. Most founder-CEOs start out by wanting both wealth and power. “Congrats, you’re a success! A technology-oriented founder-CEO, for instance, may be the best person to lead a start-up during its early days, but as the company grows, it will need someone with different skills. Once they realize why they are turning entrepreneur, founders must, as the old Chinese proverb says, “decide on three things at the start: the rules of the game, the stakes, and the quitting time.”. As a result, CA bought Wily two years later for far more money than it would have if Cirne had tried to go it alone. Abstract. The founder ends up with a more valuable slice, too. Founders’ optimism and commitment can blind them to harsh realities, such as scarcity of resources or unrealistic timelines. They invite family members and friends, angel investors, or venture capital firms to invest in their companies. Some boards and CEOs try to manage those risks by taking half-measures, relegating the founder to a cosmetic role, but that can backfire. An Executive Summary of THE INNOVATOR’S DILEMMA: WHEN NEW TECHNOLOGIES CAUSE GREAT FIRMS TO FAIL by!ClaytonChristensen! Creating a business from scratch is difficult, even when your dreams and passions guide and motivate you. From the get-go, employees, customers, and business partners identify start-ups with their founders, who take great pride in their founder-cum-CEO status. In doing so, you’ve lowered the dilemma list from 5 … Understanding your own decisions, where your instincts can mislead you, and how choices about when to found, with whom to found, and how to share equity could make the … At times, you may find yourself wishing for a bullet-point list. This isn’t a quick read; it’s an in-depth, intelligent analysis based on 10 years of extensive research. New ventures are usually labors of love for entrepreneurs, and they become emotionally attached to them, referring to the business as “my baby” and using similar parenting language without even noticing. Don’t people start a business to make pots of money? Fascinating because it’s providing very seldom seen (and mostly unknown) data about founders and high-tech start-ups. Saying that he “was not going to hand the company over to someone else,” the entrepreneur decided to raise only $2 million, and he remained CEO for the next two years. ExhibitCaption Founders’ choices are straightforward: Do they want to be rich or king? The venture’s finances become more complex, and the CEO needs to depend on finance executives and accountants. Heads of not-for-profit organizations must make similar choices. The Founder’s Dilemmas: Anticipating and Avoiding the Pitfalls That Can Sink a … The Founder's Dilemmas is the first book to examine the early decisions by entrepreneurs that can make or break a startup and its team. Many entrepreneurs are overconfident about their prospects and naive about the problems they will face. More often than not, however, those superior returns come from replacing the founder with a professional CEO more experienced with the needs of a growing company. He therefore rotated through roles in finance, product marketing, sales, and even R&D to fill the gaps in his skill set. Founders seeking to remain in control (as John Gabbert of the furniture retailer Room & Board has done) would do well to restrict themselves to businesses where large amounts of capital aren’t required and where they already have the skills and contacts they need. For example, at one health care–focused internet venture based in California, the founder-CEO held a series of discussions with potential investors, which helped him uncover his own motivations. Select the sections that are relevant to you. Every would-be entrepreneur wants to be a Bill Gates, a Phil Knight, or an Anita Roddick, each of whom founded a large company and led it for many years. ClaytonChristensen,!a!professor!at!the!prestigious!HarvardBusiness!School,!has!writtenmany!books!that!have! Most people admire self-made men and women – the Bill Gateses and Anita Roddicks who establish successful companies and reap a multitude of rewards. In HBS professor Noam Wasserman's second-year MBA course, Founders' Dilemmas, students study quandaries that virtually all entrepreneurs face when trying to realize the dream of launching a startup—from deciding when to start the company to learning how to make a graceful exit. Their attachment is evident in the relatively low salaries they pay themselves. Drawing on a decade of research, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. The Founder’s Dilemmas – The Answer is “It depends!” The Founder’s Dilemmas is at the same time a fascinating and frustrating book. After much soul-searching, he decided to take a risk, and he sold an equity stake to the venture firm. 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