bodyType

customContents

entityId

entityUuid

articlePageQuery

filter

article

articleBaseAdvertisingInfoArticle

articleListArticle

articleSeoArticle

helpersCheckIsPostiesArticle

hooksArticleAcknowledgementGateOverlayArticle

hooksTrackPageViewArticle

hooksContentInterestArticle

articleLinkingDataContent

articleSchemaContent

liveArticle

advertZone

sentiment

contentLock

topics

types

sections

moreOnThisArticles

urlAlias

commentCount

sponsorType

authorLocations

authors

paywallTypes

corrections

displaySlideShow

multimediaEmbed

printHeadline

seriesContainer

socialHeadline

headline

flag

firstTopic

glossary

flattenTypeIds

publishedDate

additionalInfoBoxes

images

image

relatedLinks

relatedNewsletters

__typename

createdDate

sponsor

factSheets

series

disableOffPlatformContent

published

updatedDate

summary

subHeadline

body

keywords

copyrighted

customTimezone

liveContents

Advertising partner

[Sponsored Article]
The word “start-up”, first used in 1976 to describe a new company, now refers to fast-growing businesses augmenting or disrupting existing markets with their innovative products and solutions. 
In the past, they were seen only within the technology sector. But they have since expanded to other industries to meet the needs of consumers and enterprises.
Today’s start-ups also have no single formula for evolution and expansion. They can scale through acquisitions, fundraising through numerous private and public financing options, rapid expansion or diversification of offerings.
Increasingly, we have seen affirmations that the number of fundraising rounds and funds raised do not directly equate to success. 
For sustainable growth and success, three factors have consistently played a critical role: leadership, in-house talent and management structure. 
While leadership and management have greater flexibility for change, it is talent that will always form the backbone of a company and the bulk of the organisation’s workforce. 
When a maturing start-up eventually moves from a founder-led to talent-led business, what will that shift mean for the company, the people who work for it and the customers it serves?

Founder and post-founder start-up era

Founder-led start-ups
In its First Round Review blog, American venture capital firm First Round Capital said that 80 per cent of a start-up’s culture will be determined by a founder’s personality, strengths and weaknesses. 
The founder’s identity seeps into the start-up and the company becomes a significant extension of the founder.
Much has been said about start-ups being brought to life by determined young men in garages and dormitory rooms, and reaping success overnight. These myths have led to the aspirational stories about firms such as Dell, Amazon, Apple and Facebook. 
As more new business hopefuls model their own enterprises around these start-ups-turned-brand names, the major founders become the “face” or “persona” of these enterprises, whether they want to be or not.
This means that advice about founders leading their start-ups will often vary. Many people argue against it, saying that start-ups cannot fully rely on a founder’s identity if they want to scale and survive long-term. 
However, early on, founder-led start-ups will see founders playing a critical role in their success, wearing many hats and filling in organisational gaps to set up a strong momentum for growth. 
This also signals the need for founders to be versatile, adaptable and nimble so they can step in wherever they are needed until resources permit otherwise. 

Evolved roles for founders of mature start-ups
The second type of start-up involves founders who have turned them into well-known and highly regarded brands with a proper product-market fit. 
Essentially, they have ceded control and let experienced and/or specialised professionals participate in expanding the business, or perhaps taking over that task completely. 
The founder's former roles would be shared either by the company's in-house management, the board, or external parties such as venture capitalists.
However, founders can also stay on and concentrate on matters that have a more strategic, long-term focus, rather than day-to-day measures. This option can help to ensure that the start-up becomes a profitable, sustainable enterprise.

Alibaba 

Chinese entrepreneur Jack Ma took 20 years to build and transform his B2B marketplace start-up Alibaba, with 10 of those years spent preparing for his retirement. 
Today, the Alibaba Group, the parent company of South China Morning Post, has a market value of US$460 billion and has branched out from e-commerce into areas such as cloud computing, online payments, artificial intelligence technology and publishing.
Ma, who stepped down as executive chairman in September, will remain a company director until 2020, and holds lifetime inclusion in the Alibaba Partnership, composed of management partners who embody and promote the group’s mission, vision and values. It is a move that will help to keep the founder’s legacy secure as the company itself changes.
 
WordPress 

Beginning in 2003 as a “fork” of another blogging software company, WordPress has become the content management system of choice, powering 35 per cent of the internet. 
Entire businesses have also sprung up around its ecosystem of plug-ins, themes and hosting services.
Its web-development parent company, Automattic, has a US$3 billion valuation and – what all start-ups want – longevity and a unique working style befitting its in-house talent. 
WordPress is staffed by remote teams worldwide. It once had a huge headquarters in San Francisco, but only five people used it. 
Matt Mullenweg, co-creator of WordPress and founder of Automattic and the WordPress Foundation, also has a trait that is common among start-up founders. 
After more than a decade of calling the shots, he said in 2014 that he was ready to take on the role of CEO, but also recognised the need for both good talent and a change in his tight management style to expand his company. 
WordPress remains founder-led today, but Mullenweg’s comments paves the way for a future talent- or team-led set-up.
Xero
 
Xero, the cloud accounting platform, has also transitioned from being led by Rod Drury, its founder and former CEO, to a executive-led company with the same drive and enthusiasm as the professionals it serves. 
Drury stepped down last year after 11 years in charge. But he continues to make appearances at Xerocon events worldwide and remains  a non-executive director on the company’s board. 
He has also shifted his focus to making new products for Xero, spending more time with his family and pursuing personal passions and interests.
Xero is now in the capable hands of its new CEO, Steve Vamos, a tech industry veteran, who helped the company secure more than 2 million subscribers, as announced in November 2019. 

How to make post-founder era succeed
Once the founder’s role changes and the management structure has been set up, what happens next?

Change in viewpoints and strategies
As the founder carries out succession planning before the eventual exit, start-ups should see this as an opportunity to establish stronger frameworks and long-term strategies to take it to the next level. 
The new corporate leaders – particularly those who come from other companies and industries – could be more objective when reviewing current policies and processes and make more strategic decisions.
Vamos said during the Xero on Air podcast at Xerocon Brisbane 2019 that start-ups that are transitioning should stay focused on ambition, a future-centric view and, most importantly, care for others. 
This change in perspective must extend to the founder as well, whether or not he or she stays on at the company. From being the one person making the final decisions, the founder must become comfortable with the idea of reaching a consensus as a team.
Duncan Clark, author of Alibaba: The House That Jack Ma Built, said Ma had always sought the input of professionals who know more about management, technical and financial matters. 
Drury talked about “switching hats” at this year’s Xerocon. “From a career point of view, it’s thinking about ‘How am I supporting the Xero team?’,” he said.
Face all problems
At the conference Vamos also touched on two other concerns facing post-founder start-ups: dealing with difficult issues and decreasing their overall reliance on one or more people.
He highlighted the following questions that must be asked, regardless of company size or stage:
●    Do you create an environment that’s safe for people to challenge? 
“Tell me if you think what we’re doing is rubbish,” Vamos said. “I want to know that, because I need 2,500 people leading this company, not just me.”
●    Do you make tough choices? 
“Every organisation on the planet would benefit by doing 25 per cent [fewer] things than they are [doing] today.” Sometimes it is about picking the right battles or simply doing more by doing less, and asking tough questions along the way.
●    Do you know what you want to happen, and how? 
“How clear are you about your purpose and your priorities? And if you're not, then are you trying to be?”
●    Do you review your company’s performance and pivot when needed? 
“The only way you’re going to attack effectively is if you’re looking out there and are really honest about how you are doing today.”
He also said that a start-up is ready to change and evolve with the times if it meets these criteria. 
“If not, you’re in trouble,” he said.

Consider human aspect of business

Xero executives also highlighted the importance of companies shifting to a focus on people, in line with one of its core values of being human.
This matters whether you are meeting client requirements, ensuring cash flow – particularly for small businesses – or encouraging employees’ work performance.
Anna Curzon, chief product officer, said that it’s all tied to a company’s purpose. 
“We are a human organisation,” she said. “I think [that’s] where our conversations start and end: about the people we’re serving. And that all comes back to small businesses.”
As start-ups become more data-centric, Curzon also questioned how Xero’s customers will be affected by how data is handled. 
“It is incumbent on us to extract value from [data] for our small business, but do it in a way that’s hugely respectful,” she said.
“We've got guidelines in place internally to say, ‘If we’re going to use this data, how is it benefiting small businesses?’. And if it’s not, why are we doing it?’.
“While we are keeping up with technology and business trends, it is essential not to lose sight of the actual customers we are serving and have a deep appreciation of how our decisions will impact [on] them in the near and long term.”

Follow ‘inside-out’ philosophy

Kevin Fitzgerald, Xero Asia’s managing director, redirects this human focus on start-up talents themselves. 
“I think people that are building online businesses are very focused on scale,” he said. “[They say], ‘When can we scale, and when can we grow?’. Well, [they have] got to keep the ‘people side’ of it.”
This is tied to Xero’s goal of “creating an environment where people do the best work of their lives”, according to Vamos and Rachael Powell, chief customer officer. 
The company has implemented what it calls an “inside-out” philosophy,  where employees and partners fully believe in the company’s purpose and solutions – and work according to their strengths and interests – to better serve customers.
Powell has repurposed the acronym EBITDA from financial performance to one embodying Xero’s philosophy and culture: it now stands for “Engagement and Belonging, and Innovation and Trust and Dreaming and setting goals and Accomplishing things”. 
She also said people are “six times more likely to be productive doing what [they’re] doing than somebody who’s not energised”. 
Productivity, Powell adds, increases by 36 per cent if employees are allowed to do what they do really well, or do what they are truly interested in. Their work then takes on a greater, more personal meaning.
Making this culture shift systemic in post-founder start-ups relies on clear, two-way communication, and hiring people aligned with the company’s core values and purpose. 
“If you can get that right on the inside, they are your brand,” Powell said.
Trent Innes, Xero Australia’s managing director, said the inside-out culture can be supported and scaled, but should never be forced on company talent. 
“If you have to talk about culture, it only means it’s gone,” he said. “Culture is an output of purpose, values, and behaviours.
“Innovation comes from within. [It] is a mindset. It’s not a department.”
 

 



Success factors for scaling – from start-up to global enterprise

How the rise of ‘super app’ platforms has transformed small business operations

What will 2020 hold for small businesses as world’s digital economy grows?

What can Hong Kong’s accounting industry expect in 2020 and beyond?

Xero

XERO

Lelian Chew (centre), founder of Singapore company, The Floral Atelier – which uses the cloud accounting platform, Xero – with members of her team.

Rod Drury, founder of Xero, who stepped down as CEO last year.

Tech

●    Founders determine  a start-up’s initial mission and vision, but in-house talent can help ensure plans become reality 
●    Corporate leaders can help to bolster progress and culture of start-ups


On a cloud: Grow your business

Success factors for scaling – from start-up to global enterprise

● Founders determine a start-up’s initial mission and vision, but in-house talent can help ensure plans become reality ● Corporate leaders can help to bolster progress and culture of start-ups

● Founders determine a start-up’s initial mission and vision, but in-house talent can help ensure plans become reality
● Corporate leaders can help to bolster progress and culture of start-ups