We always like to idolize people who stand apart from the
ordinary and make themselves noticed in a crowd. So while most people around me
in college looked up to Edison, Einstein and Hawking as gods, the business
minds admired the Tata, Birla and Ambani clan as inspiration. Deviation from
the regular job to entrepreneurship might have clicked in the mid-80’s and the
era of economic liberalization had started to build the foundation of
entrepreneurship. People who had a
sufficient understanding and experience of how to do business in their domain
floated on their own. This was what I shall term as the conventional approach:
Learn the rules – master the rules – break the rules.
But this chain of order has now been smashed and a new order
on the path of entrepreneurship has been established in recent times. It’s the culture
of friends and roommates from some of the much revered technical and business
schools hatching an idea, finding investors and taking on the world to break
the established business practices. It is this radical and rebellion of sorts
that makes people like Sachin Bansal and Binny Bansal (Flipkart), Rahul Yadav (Housing.com),
Kunal Bahl and Rohit Bansal (Snapdeal) the new age business idols for the current
generation.
Every single start up story has almost a similar beginning –
the feeling that there is so much we can do to make things better and establish
a new order. While some start up entrepreneurs have worked before they went on
their own, most these days have an idea developed and launched from their hostel
rooms and possibly find an investor in the idea even before they graduate. Not
to mention symposiums from established giants like Microsoft Ventures have
become like a breeding ground for start-ups and investors to come together and
find mutually beneficial interactions – even leave the place with a deal in
hand.
There is nothing to
deny the fact that the entrepreneur culture is redefining the way business is
done and services are provide. Technology and internet is changing the face of what
we believed was the only way to do things. I’s sure we all have seen the
infographic about Airbnb, Uber, Alibaba, Facebook and YouTube changing the face
of various industry verticals and the perception that business can be done only
in a defined manner.
While all of might be aware of the success stories, what is
the success rate and why do the start-up acts fail? An idea at most times is
like the USP or the competitive advantage that gives a start-up an edge and
immediate traction. But this can only be in existence as long as the other
either don’t catch up or innovate beyond to surge ahead. This is the space
where things get a little dicey. Not to mention, investors are in for a long
haul and look at break even and profits – not able to deliver is not an option
at this stage.
Rahul Yadav has been in the news across for the last two
weeks after being sacked as the CEO by the investors. It is not that his
venture is not able to deliver; but the fact that every growth phase also needs
to be made robust with consolidation and firm rooting before the next level was
greatly overlooked. This is the space where great ideas need to be going
together with great managers. The people who are needed to hold the company
together and possibly also pull off a few decisions that keep the creative
minds at rest for a while. It is the evolution of an entrepreneur from a rebel
or maverick into a leader that counts at this point.
Three things I have cited recently amongst start-ups as I
hunt for job opportunities:
Firstly, the scores of start-up companies which have come up
and are looking for people to work with them because they have lost their way. From
a number of interactions with such people, I have been able to discover a few
startling facts. Yes, most start-ups begin operation with angel capital which
is usually the pocket savings of the people involved. With expenses and
investment in technology and infrastructure, the ideal turnaround time from the
idea to implementation and acceptance needs to be under a year.
It baffles me when there are start-ups with having invested
close to two years don’t even reach a beta stage. In one case, the marketing
function was required to deliver results in 8 months where a target market was
yet to be defined. Not to mention, the idea was already finding feet with
established players like Evernote and Google to make the app redundant even
before release. In another, a start-up with no clients or established service
offering was looking for funding and needed media presence (castles in the air)
to achieve this. I feel this is a case of tunnel vision and people often lose
touch with reality having invested too much time and effort into their own obsessions.
The second being the fact that people are looking for like –
minded people over more than anything else. So an IIT/IIM start up is more
skewed for people from IITs and IIMs. It is not surprising that job portals can
now have posts asking for a start-up partner, tech partner etc. from the
premier institutes only to join the ones with ideas.
On the first level, it sounds good; like minds will gel and
people will deliver. But how about another line of thought – an idea is no one’s
domain and every IIT/ IIM is groomed to believe they are an invincible lot
designed to rule the lesser minds. So how can one accept orders from another
equal or not move out to pursue his/her own dream during the formative days? May
be I’m wrong, but this seems like a complete recipe for a power struggle in the
making.
The third and the one I believe is the breaking point –
rapid expansions with no control on costs or break even periods. Most start-ups
are technology driven and technology obsolesce cycles are shorter than even
what Moore’s Law would have defined. Who could have thought that Orkut could
have died and Whatsapp could have almost wiped Blackberry messenger. Not to
forget, we are still debating if Amazon has ever reached a break-even point to
date. Amidst such confusion, investors are pumping in billions in anticipation
of backing the next big idea. These billions are being spent on expansions and
hiring people at amazing pay scales. Offices are like party zones and massive
monies are spent under employee welfare. So the big question is will there be a
pay back to the investor at some point in the recent future and how long will
the party last?
It was funny at times where I came across start-ups that
were over 5 years old and were yet to make a big impact. Having spent their initial
investor monies, they had now taken over a few other smaller players in a bid
to attract more funding. Open fissures amongst the founding team, power
struggles and crumbling client and revenues were just too evident.
I’ll like to end with a lighter note, a series by TVF called
Pitchers which revolves around a bunch of guys preparing to build a start-up.
The manager accepts the resignation of this employee, but runs him across a
list of names – all his classmates but only a few who made it big. It is easy
to think of a start-up, it is much tougher to manage the hiccups.
