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Slides with timmons model
- 1. Charm Model Opportunity Resources Team Founder Ambiguity Exogenous forcesFits and Gaps Business Plan Uncertainty Capital market context Creativity Leadership Communication Time Growth 5/13/2014 2014lescharm 1
- 4. Leadership Responsibilities At Each Stage Strategic Innovator Change Catalyst Organization Builder Chief of Culture Team Builder Coach Planner Communicator START UP INITIAL GROWTH RAPID GROWTH CONTINUOUS GROWTH Doer/Decision Maker Delegator Direction Setter 5/13/2014 2014lescharm 4
- 5. Leader's Ability to Delegate Changes As You Grow Leader’s Ability to Do Cash Business Resource Matching of Business and Personal Goals People- Quality and Diversity Strategic Planning Systems and Controls Critical to the Company Important but Managed Modestly Irrelevant or a Natural By-product VALU TIME5/13/2014 2014lescharm 5
- 7. SUCCESS RATES OF FOUNDERS Company Age 3 Years 4 Years IPO % still CEO 50% 40% 25% 2014lescharm5/13/2014 7
- 8. The Rich-vs-King Tradeoff $10 $9 $8 $7 $6 $5 $4 $3 $2 Gave up both CEO and Board Control Kept CEO Position Only Kept Board Control Only Kept CEO and Board Control Shareofcompanyvaluation$M) Older company (n=219) Younger company (n=230) Noam Wasserman Academy 2006 Best Paper Proceedings 2014lescharm5/13/2014 8
- 9. The Trade-Off Entrepreneurs Make Well Below Potential Close to Potential CompleteLittle Failure Rich King Exception Financial Gains ControlOverCompany Noam Wasserman The Founder’s Dilemma 2014lescharm5/13/2014 9
- 10. Going back 15 years, stocks in founder/CEO companies have surged an average 970% vs. a 222% gain for the S&P 500. 2014lescharm5/13/2014 10