Know how your company can accelerate growth by not only tapping into new growth vectors, but also by adapting its organization, culture, and processes.
To oversee growth from an idea to a company with billions in revenue, CEOs must reinvent many aspects of their company in anticipation of it reaching ever-higher revenues. Author Peter Cohan takes you through the four stages of scaling: winning the first customers, building a scalable business model, sprinting to liquidity, and running the marathon.

What You'll Learn

• Discover how founders keep their CEO positions by managing the organizational change needed to reach the next stage of scaling
• Read case studies that illustrate how CEOs craft growth strategies, raise capital, create culture, build their organizations, set goals, and manage processes to achieve them
• Discover principles of successful scaling through comparisons of successfuland less successful companies
• Use the Scaling Quotient to assess your startup's readiness to grow
• Follow a road map for turning your idea into a company that can change the world
  Who This Book Is For
  Entrepreneurs, aspiring CEOs, capital providers, and all other key stakeholders

Teaches you how to reinvent your company at different stages of growth to keep it scaling Presents a new model for scaling in which each key element is illustrated with successful and less successful cases and principles for capturing success and avoiding failure Reviews other important topics such as developing a growth trajectory, raising capital, redefining the jobs to be done, and more, at each stage of a startup's growth

Autorentext
Peter S. Cohan is Lecturer of Strategy at Babson College. He teaches strategy and entrepreneurship to undergraduate and MBA students at Babson College. He is the founding principal of Peter S. Cohan & Associates, a management consulting and venture capital firm. He has completed over 150 growth strategy consulting projects for global technology companies and invested in seven startupsthree of which were sold for over $2 billion. Peter has written 13 books and writes columns on entrepreneurship for Forbes, Inc, and The Worcester Telegram & Gazette. Prior to starting his firm, he worked as a case team leader for Harvard Business School professor Michael Porter's consulting firm and taught at MIT, Stanford, and the University of Hong Kong. Peter earned an MBA from Wharton, did graduate work in computer science at MIT, and holds a BS degree in Electrical Engineering from Swarthmore College.

Inhalt

Part I: Exploring the Scaling Model.- Chapter 1: Introduction.- Chapter 2: Creating Growth Trajectories.- Chapter 3: Raising Capital.- Chapter 4: Sustaining Culture.- Chapter 5: Redefining Job Functions.- Chapter 6: Hiring, Promoting, and Letting People Go.- Chapter 7: Holding People Accountable.- Chapter 8: Coordinating Processes.- Part II: Implications for Leaders.- Chapter 9: What's Next?.- Appendix A: Notes.-