Sometimes ideas and projects into a startup are so good that we forget about the rest.
What is left in the shade?
- Skills and organizational roles: watch out for over specialization into your firm. At least once in a while try to measure/assess the distance between who you were (as a founder) and who you are (as a manager in charge of something into a startup): anything you aren’t completely satisfied about? Is the upskilling process working well enough?
- 2. Ideas: not just because one idea was successful you have to kill the others. Always good to have what is actually very often missing: an archive of previously developed ideas (even the unsuccessful ones)
- Corporate image: being a brilliant startupper and a kind of ingenious craftsman may be good at the very beginning but then you need a project for building up and consolidating of your brand image as well as for gathering feedback and refine your brand identity.
- Investments: the progression of your idea on the market will sooner or later reach a plateau. What’s next for keeping firm alive? Investments in training, company culture, internal communication and management feedback tools (no feedback is even worse of negative feedback), research & development are needed and space should be left for it
- Roots: roots are part of your company. No matter how short it can be, but your company story is very important as well as is fully understanding the…roots of your success! How determinant the context was (and is) in your success? Most of the times, fighting for success, this aspect is underestimated and that may lead to wrong evaluation of the next development steps of your startup. Never let that pursuit of success get in the way of your company identity.