10 ways to destroy a promising start-up

Anderson

Venture capital company Anderson http://www.aliyun.com/zixun/aggregation/17682.html "> Horowitz Fund (Andreessen Horowitz) partner Morgan Belleux (Morgan Beller released a Twitter message today, citing a paper by Marc Andreessen, the founder of the venture, the Internet browser Netscape inventor Anderson, titled "10 Ways to destroy a fast-growing technology start-up company", which covers how to " Kill "startups" and destroy the reputation of Silicon Valley.

The following are the contents of the article:

Just hire--or train and motivate your managers to hire a lot of people--not spend time on firing. Also not in performance management and efficiency optimization.

Second, the founder of the company too fast to sell too many shares, so that employees feel alienated, questioning the founder's long-term commitment to the company's beliefs. In other words, the sale of individuals holding shares would create a culture of "hit-and-run" – leaving your company under pressure to go public before it goes public.

Third, the Processing Assets table (Cap table) is not responsible, in the early employees to grant equity when there is no principle, diluted shares. Doing so will also buy potential "morale mines" from employees who join the company (morale landmines, meaning that motivation is not enough).

Iv. the pursuit of maximum absolute valuations in each financing process will make future financing increasingly difficult to achieve, and will trigger disastrous undervaluation of financing.

Let investors, sometimes including private equity and hedge funds, give bad structural terms to corporate expansion financing. When things go wrong, you lose a lot.

The listing is too fast! Before you can make a "fortress," you choose to go public before you can resist all the attacks that led to the stock price crash.

Seven, a huge sum of money to create too bright new corporate headquarters, every two years to come once. There are other pitfalls in doing so, sending a signal to employees that "we have succeeded, we are too strong", although everyone hates to squeeze in the space to squeeze, but after the loss of people are very miss.

The situation will continue, since it is thought that as long as valuations are higher there will be more cash. This will kill your company directly.

Ix. the agenda of the Conference is not serious-especially as a ladder. This can lead to a vicious corporate culture, such as the Ballers of alcohol, drugs, and the importance of the so-called "social-talent" lack of ignoring other more important but less "high-profile (loud)" contributors.

Refuse to take human resources seriously! The problem is not just for the public environment of High-tech companies, but in any work environment that requires highly creative and highly professional skills. When you reach a company size, you need both the ability to manage your employees and an efficient HR. Although the founder of the company's own training to become a good HR is definitely worth it, but most of the founders in HR real performance is very amateur. Without sensible, efficient HR, poor internal management and employee behavior can lead to harmful corporate culture, a disastrous work ethic-and a legal crisis.