In the new economy, speed is everything. The authors evaluate a new approach – fast cars – incubators or consulting firms – and outside investors, operating partner halfway. Operational partners, called at various stages of venture development, provide support with what specific skills needed at any given time. Called surveys of companies that have launched ventures quick to point out that new businesses should have a significant capital structure, obtain participation … Read more »

In the new economy, speed is everything. The authors evaluate a new approach – fast cars – incubators or consulting firms – and outside investors, operating partner halfway. Operational partners, called at various stages of venture development, provide support with what specific skills needed at any given time. Surveys of businesses who suspect launched ventures quickly that new businesses should have a significant capital structure, receive financial assistance from partners, and access to a network of operational partners to help the business quickly and through the development and implementation of strategies procedures, access to markets in the scale. The authors describe a three-stage model: develop ideas, snake, support, and scaling-up fast. They suggest choosing a lead partner by assessing both existing relations and venture needs at his particular stage of development. The authors provide managers with a list of questions that help the critical skills needed to ensure speed to market and to help them decide whether they can quickly venture at all. A step-by-step process helps businesses define the venture pressing needs; selection of suitable, committed partners, clarify roles and responsibilities., And tap strong, independent leader
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Ajit Kambil,
Erik D. Eselius,
Karen A. Monteiro
Source: MIT Sloan Management Review
15 pages.
Release Date: 1 July 2000. Prod #: SMR049-PDF-ENG
Fast advance: The fast way to the Web Work HBR case solution starting