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How often do you take time out of the day-to-day of running your business to take stock of the changes in your marketplace? Some of us may attend an annual conference or read the industry press which will, from time to time, remind us of the changes that the industry is currently undergoing such as new entrants, acquisitions and new products or services offered by your competitors. Although the news can sometimes be hard to swallow, often it can also be reassuring
So you've had a great idea for a business. You've done your research and you've set up your home office. But now what? How do you make it through year one? How do you make it to years three and five without becoming just another statistic on how many companies fail within their first years of trading?
Oliver attended the Business Growth Programme in 2010 whilst running his software company, Jupix. Having successfully built the company up, Jupix was later sold and Oliver focused his attention on founding a new business, Loop Software.
It's often difficult for an entrepreneur to know the right time to hand over the reins of their company.
There's certainly no shortage of company founders who claim to have been unfairly ousted from the role of CEO of their own company by their investors. However, a transition in the role of the company founder does not have to end in tears, many entrepreneurs successfully manage a change in leadership, both for themselves and their businesses.
In my opinion only one of them truly understood early stage business and the leadership credentials it takes to run one. That was Cranfield. I am not saying that Stanford and LBS were not excellent schools but they were almost entirely run by academics and attended by academic business people too.
