Do Scale Buchzusammenfassung - das Wichtigste aus Do Scale

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Zusammenfassung von Do Scale

Name: Do Scale
Rating: 4.3 (78 reviews)
Author: Les McKeown

Les McKeown

A Road Map to Growing a Remarkable Company

4.3 (78 Bewertungen)

25 Min.

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Unternehmertum Strategie

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What’s in it for me? Unlock the secret recipe to scaling your organization successfully.

We live in the age of start-ups. Never before have there been so many entrepreneurs striking out on their own, bringing their brilliant ideas to fruition, be they products, causes, or services. And when these start-ups or fledgling organizations hit their stride, their leaders will naturally consider scaling. After all, the idea of skyrocketing profits or widespread charitable reach is seductive.

If you’re a leader looking to scale a young business, you’ll probably assume that you’re fully capable of taking your organization to the next level. After all, you got it through its infancy – no easy task! But scaling requires a whole different skill set and strategy to creating a start-up. And unless you understand its requirements and implications – both on the company and on you as the leader – the odds of failure are high.

So make sure you’re one of the success stories. Don’t charge into scaling like a bull at a gate and find that you’ve trampled your chances of sustainable company growth. By understanding what scaling actually is and what it needs from you and your employees, you can set yourself up to make your organization’s market share go through the roof.

In these blinks, you’ll discover

what a guitar-maker can teach you about scaling;
why your golden gut instinct is your scaling nemesis; and
the surprising machine in which every scaler needs to invest.

Scaling demands you focus on increasing your market share.

You’re the founder of a business. Things are going well. Very well, in fact. You’ve got a steady cash flow and a growing market share. It’s time to take it to the next level. That means scaling, right? Well, not necessarily.

The key message is: Scaling demands you focus on increasing your market share.

Scaling is a very specific type of company growth. And it’s not right for everyone. To understand why, let’s explore the difference between growth and scaling.

When it comes to growth, a company’s primary focus is on improving product quality or increasing profitability. This results in linear growth – growing the company steadily, over time. If we plot this type of company growth on a graph, we’ll see a straight line rising at an angle.

But the purpose of scaling is to achieve dramatic growth. In most cases, this means sustainably but quickly increasing a company’s market share. Scaling is often referred to as exponential growth. If we plot this on a graph, we’ll get a line that looks like the letter “J”: The line will dip a little at first before spiking steeply at a sharp angle.

Scaling sounds great, doesn’t it? After all, who doesn’t want to increase their market share at lightning speed?

Well, scaling might be great in theory, but it’s easier said than done. To scale successfully, you have to change the primary focus of your business to increasing market share. Every other focus – from making the best product to training your staff to the highest level – must be secondary to this main goal. If they aren’t, you won’t succeed in scaling.

Since scaling requires this ruthless deprioritization of other company goals, it’s not always the right option.

Take Jim the luthier – or guitar-maker. Jim’s business was booming. His high-quality guitars were in demand, and his revenues were increasing. At this point, he considered scaling. But then he paused. Scaling would mean a complete refocus on maximizing market share. He’d have to divert his own time to attend strategy meetings, develop business plans, and manage sales staff. Crucially, this would mean spending less time on his true passion – making world-class guitars. So Jim didn’t scale. Instead, he sold his business to a bigger company for a profit and continued working as an artisan.

Being clear about his priorities helped Jim realize that scaling wasn’t for him. But, unlike Jim, you might look at your options and decide that scaling is the logical next step. In the next blink, we’ll learn more about your options.

Your attitude to generating profit will determine how you should grow.

OK, you’ve decided that scaling is right for you. Now, like a primed thoroughbred ready for a race, you’re chomping at the bit to start strategizing. But hold on! There’s one more thing to consider before you throw yourself into scaling at full speed: sustainability.

The key message in this blink is: Your attitude to generating profit will determine how you should grow.

A specific and tailored scale vision will determine how you want your organization to grow.

OK, you’ve decided to scale your organization. Now to clarify the growth goals of your company. It’s time to work out how you’re going to rapidly – but sustainably – increase your market share. But what should these growth goals – or scale vision – look like?

The key message here is: A specific and tailored scale vision will determine how you want your organization to grow.

To successfully scale your organization, you must retrain your instincts.

Zuckerberg, Winfrey, Musk, Rowling … entrepreneurs are surrounded by alluring mythology. We cannot get enough of independent, visionary leaders. We believe their phenomenal instinct for making astute, on-the-spot decisions is the cornerstone of their success. Yet in reality, the independently minded business leader can only take a business so far.

In fact, infallible gut instincts are actually a liability when it comes to scaling. There’s no getting over it; scaling is a complex and rigorous process. It requires careful planning and a strong team. There’s little room for gut instincts.

Scaling demands that leaders put aside their visionary qualities – this isn’t easy.

There’s no easy way to break this to you: most entrepreneurs aren’t natural scalers. Most entrepreneurs long for autonomy and the flexibility to explore. But an organization that’s being scaled has different requirements to one that’s finding its feet; it needs focus and discipline.

Scaling is a mundane and repetitive process. It will likely frustrate you. So, if you’re going to last the distance, you need to be aware of how you might react to it.

Scaling requires a new approach to making decisions.

By this stage, you might be feeling discouraged. After all, we’ve just told you that your amazing entrepreneurial talents won’t make you a successful scaler. You might be thinking, “Why can’t I keep trusting my gut and making decisions on the fly? It’s taken me this far!”

But in reality, once a business grows beyond the start-up phase, we have to make decisions in a more considered manner.

A functional org chart provides effective, team-based decision-making.

Alright, visionary leaders, time for a guessing game! Can you guess which crucial tool you need to build a well-oiled decision-making machine, one that can function without you micromanaging?

The answer is far from sexy. It’s your org chart – or organizational chart.

To scale effectively, managers must prioritize the organization’s needs over their team’s.

Steering an organization through scaling means evaluating which employees you can trust.

If you’re lucky, you’ll already have some quality managers within your ranks. It’s likely that these people will be skilled in vertical management. This means that they take responsibility for the employees answering to them and for their team’s goals.

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Worum geht es in Do Scale?

Do Scale (2019) provides succinct, practical advice for business founders and leaders wishing to scale their organizations in a sustainable way. It explains what scaling means, how to evaluate whether it’s right for your company, the challenges you’ll personally face, and the mind-set and team you’ll need to scale successfully.

Bestes Zitat aus Do Scale

Scaling is built on mastering the mundane, and you need to know that going in.

—Les McKeown

Wer Do Scale lesen sollte

CEOs looking to increase market share
Start-up founders ready to take their companies to the next level
Leaders wanting to learn how to structure complex businesses

Über den Autor

Les McKeown is the president and CEO of Predictable Success, a company which advises on accelerated business growth. After launching over 40 businesses by the time he was 35, McKeown spent 20 years studying growth patterns in large enterprises. He is the author of Wall Street Journal and USA Today best-seller Predictable Success: Getting Your Organization On the Growth Track – and Keeping It There, The Synergist: How to Lead Your Team to Predictable Success and Do Lead: Share Your Vision. Inspire Others. Achieve the Impossible.

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