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"No business plan survives first contact with customers," Steve Blank says. What? Isn't the point of planning that you maximize the likelihood of success in the marketplace? Well yes, but perhaps not the kind of planning you might be thinking about. A business plan conceived on paper, powered by a great idea or invention, enhanced by research on the size of the market and a customer profile, has great potential. But it also has a crucial flaw.
Once you've heard the insight--that startups are different from big companies--it seems so obvious. Yet too often entrepreneurs, and those that teach them, approach the building of new companies with the same goals, staff structures and assumptions that motivate the management of large companies. Startup founders build teams to focus on engineering, and on the process of creating a product and bringing it to market.
Some of the very first decisions founders must make early on in their ventures are crucially important to the future of the business. Many of these decisions concern the ubiquitous "people problems" that challenge even experienced entrepreneurs. When should I found? Should I co-found with someone? With whom? How should we split the equity? Bad or ill-informed choices at critical junctures could have significant consequences for startups. In fact, research has suggested that 65 percent of new firm failures were related to problems within the management team.
According to the Kauffman Index of Entrepreneurial Activity, a leading indicator of new business creation in the United States, men are “substantially more likely to start a business each month than women”. In the seventeen year period from 1996 – 2012, the average rate of entrepreneurial activity for men was .37 percent; for women during the same period it was .23 percent.
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