A new venture had three founding partners all sharing the same vision. However, in trying to deliver on that vision, it became rapidly apparent they had different views on how that vision should be executed. We had to figure out if and how they could best work as a cohesive team.
Conducting one-to-one and group sessions we:
- Mapped out their backgrounds, experiences and geographic exposure
- Profiled their styles of leadership and communication
- Explored their drivers and ambitions, as well as their personal values and principles
- Studied how they interacted and the shift in dynamics depending on who was present
- Identified and aligned divergent perspectives and mindsets
- Facilitated debates on how they should conduct their business and ironed out arising conflicts
- Developed ‘rules of the road’ – guiding principles to work together
- Identified appropriate board members with the right balance of experience, credibility and affinity
- Created an institutional framework equipped to attract and safeguard third party investor capital
Recent years have seen an increase in ‘sustainability’ initiatives, but there is a difference between real impact and greenwashing. That difference lies in what gets measured and what gets done. Here are some questions to ascertain true impact.
Most investors say they do due diligence on the team. We have found many fall short in picking up the telltale signs of potential risk factors and what needs to be done to increase the likelihood of success.
Bringing investors on board can help a company scale, but difficulties can arise from growing too quickly. Here’s how we helped a high-growth company tackle transition and the associated growing pains.