The Taiwan market has about 1,000 team startups a year

The Taiwan market has about 1,000 teams each year, and 2-5 years later, these teams can successfully find long-term, durable product-market fit (product market matching), about 20-30, that is, the success of the percent probability. And in this 20-30 home, after 1-3 years, can find scalable Business model (SBM, scalable business model), about only 5-10, that is, the probability of 30%. Finally, the 5-10 home to find SBM, you can successfully implement large-scale, the embodiment of a large enterprise (annual turnover of more than 1 billion, or the annual margin value of more than 200 million), only 2-3, that is, 33% of the success of the probability.

In other words, not easy to find scalable Business Model of the new enterprise, there are 60–70% ultimately not successful large-scale, become a cost, efficiency, network effects, access, technology, or brand advantages of large enterprises.

There are many reasons for this tragedy, one of the most common is the entrepreneurial CEO's own mentality and choice, the following share a few of the most common.

Invest too little time to absorb good senior managers

An organization to succeed in the scale, needs a strong team of leadership, not always CEO go. Ideally, these VP and director can be held by the co-founder. But in fact, most co-founders lack sufficient managerial experience and even lack of interest in playing a good and competent manager. So, more often than not, the CEO has to move from a successful enterprise to an excellent senior manager with high qualifications, attitude and ambition. This is a difficult job, because information scarcity, entry point is hard to find, any progress if the end without close Deal, the value of the organization is almost zero. But if the CEO does not invest enough time on top, really find a few good one-down, eventually the company will still encounter serious problems in scale.

Too soon full authorization

Whether internal training, or external absorption of senior managers, to be able to fully understand the organization, adapt to the culture, master the business model Development plan, become independently, but also with the General vice President of combat, in fact, the CEO needs a lot of help. Especially in the network such a fast-changing industry, too soon full authorization is easy to let fast-growing organizations into the danger of quartered.

Trying to transcend the physical limits of growth

Orders grow too fast, often accompanied by product quality, customer service risk. Revenue growth is too fast, often implied by cash flow risk. The number of organizations growing too fast can lead to management risk. The growth actually has the physical limit, surpasses certain speed, all does not deserve the increment, this world will take the customer to sue, the finance, the public relations, the morale and so on crisis's way, all asks you to return, even ends the outweigh the gains.

Piecemeal

The rapid growth of enterprises, every day will appear various problems, and many of them are the CEO must participate in order to solve. But if the CEO spends all day solving the immediate problem, he doesn't spend enough time planning, thinking, or putting the company into a dead end.

Headless Fly

In addition, the CEO will arrange the itinerary is very full, let oneself live in busy, so feel bound to create some contribution to the organization. It is a pity that tactical diligence, after all, cannot take the place of strategic precision, but rather than blindly busy, really good CEOs pay more attention to spending time thinking about what is busy.

Do not exercise

Finally, I observed that many start-up CEOs have sacrificed their time to exercise because they are busy. Exercise is not only healthy, the exercise will help you look at things in different ways, the exercise of endorphins can also help maintain a pleasant mood, so the appropriate exercise is the growth of corporate CEOs is very important, must maintain long-term investment.