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When coaching a manager, we naturally check the coherence between the strategy and the organization. This coherence is often lacking at two levels.
The entrepreneur is often not a full manager, and this is in part what hampers the growth of his business. He is not a manager because he is not aware that being a manager is a job in itself.
The testimony of Simon Dawlat, founder of Batch is in this respect fascinating (VISCONTI webinar on 28/10/20).
He is not a manager because he often confuses capital (property) and management (property management). Once the manager gains this awareness, everything is easier.
Provided, of course, that he has an expert in the management profession who challenges him.
As soon as an entrepreneur is a founder, he is a pioneer in himself. At the beginning of the adventure, he launches an offer on the market that corresponds to a demand (product/market fit).
Then, gradually, he spent his time on other activities (e.g. general management). In doing so, it forgets its own market, demand as well as supply. And makes its products and services evolve at the margin (e.g. new features of an app).
In short, the entrepreneur does not see that the “Offer Marketing” function is not explicitly carried out.
He was the first marketer at the start of his business. When it grows, who moves this function forward? When should you pass the hand over to a professional marketer?
An entrepreneur who quickly focuses on his job as a manager and who delegates all functions, and in particular that of supply marketing, is in our opinion more effective than others in scaling his business.
These decisions are difficult to make. Many entrepreneurs like to be operational and creative and subconsciously don't want to question themselves.
Entrepreneurs must therefore know who they are and what they want to achieve.
And move forward!
« Those who do are right »
« Those who do are right »
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