The probability of
startups dying is very high. Most entrepreneurs think this kind of thing will not happen to them, but the truth is, according to the Harvard Business School lecturer’s Gauss (Shikhar, · Ghosh) a recent study, about 75% of start-ups will lose the first battle.
why is this research shows that the company’s managers are incompetent and lack of management experience is the two major danger signals, these two scenarios may indicate that your start-up has been a crisis.
Eric · Rees (Eric Ries), entrepreneur, is also "lean enterprise" (The Lean Startup) author of the book, he said in a recent interview: "many companies often fail because of such problems, and these problems in my opinion are avoidable."
through the efficient allocation of resources to enable enterprises to improve production efficiency and ultimately successful, Rees is a master. Rees and I discussed the challenges faced by such a start-up, which is a huge, but often overlooked challenge, that is, the issue of management responsibility.
why abandon the scientific management law
It has been more than and 100 years since
Frederic published the principles of scientific management in 1911, but there are still a number of companies who cling to the old management theory.
"scientific management law" is the first scientific thinking into the management process theory, mainly applicable to the early twentieth Century manufacturing industry, can improve its economic efficiency and production efficiency. The theory focuses on motivating employees through compensation and rewarding the activists in their work.
but is it really a good idea?
The problem with
is that scientific management is the focus of forecasting, and if you can make predictions in a stable environment, that’s good. Unfortunately, most of today’s startups don’t operate in a stable environment. These start-ups need to develop new products, the introduction of new services. What they are going through is an open road of development, and there is no map.
as long as the stability of this condition is not met, then the early twentieth Century, the scientific management theory will not apply to today’s start-ups." Rees says. "It is not because of the problem of the theory itself, nor is it that the person who put forward the theory lacks the root, just because the theory is not suitable for the world which is full of uncertainty."
Rees’s research shows that successful start-ups tend to be four pronged, they will pay special attention to these four points: process, culture, personnel and management responsibilities.