The best reason to start an organization is to make meaning to create a product or service that makes the world a better place. So your first task is to decide how you can make meaning.
MAKE MANTRA
Forget mission statements; they're long, boring, and irrelevant. No one can ever remember them, much less implement them. Instead, take your meaning and make a mantra out of it. This will set your entire team on the right course.
Don't confuse mantras and tag lines. A mantra is for your employees; it's a guideline for what they do in their jobs. A tag line is for your customers; it's a guideline for how to use your product or service. For example, Nike's mantra is "Authentic athletic performance." Its tag line is "Just do it".
GET GOING
Start creating and delivering your product or service. Think soldering irons, compilers, hammers, saws, and AutoCAD - whatever tools you use to build products and services. Don't focus on pitching, writing, and planning.
DEFINE YOUR BUSINESS MODEL
No matter what kind of organization you're starting, you have to figure out a way to make money. The greatest idea, technology, product, or service is short-lived without a sustainable business model.
WEAVE A MAT (Milestones, Assumptions, and Tasks)
The final step is to compile three lists:
GET GOING
Start creating and delivering your product or service. Think soldering irons, compilers, hammers, saws, and AutoCAD - whatever tools you use to build products and services. Don't focus on pitching, writing, and planning.
DEFINE YOUR BUSINESS MODEL
No matter what kind of organization you're starting, you have to figure out a way to make money. The greatest idea, technology, product, or service is short-lived without a sustainable business model.
WEAVE A MAT (Milestones, Assumptions, and Tasks)
The final step is to compile three lists:
(a) major milestones you need to meet;
- Prove your concept
- Complete design specifications
- Finish a prototype
- Raise capital
- Ship a testable version to customers
- Ship the final version to customers
- Achieve breakeven
(b) assumptions that are built into your business model; and
(c) tasks you need to accomplish to create an organization. This will enforce discipline and keep your organization on track when all hell breaks loose (and all hell will break loose).
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