Scaling Your Startup: Mastering the Four Stages from Idea to $10 Billion

Scaling Your Startup: Mastering the Four Stages from Idea to $10 Billion

by Peter S. Cohan

Paperback(1st ed.)

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Know how your company can accelerate growth by not only tapping into new growth vectors, but also by adapting its organization, culture, and processes.

To oversee growth from an idea to a company with billions in revenue, CEOs must reinvent many aspects of their company in anticipation of it reaching ever-higher revenues. Author Peter Cohan takes you through the four stages of scaling: winning the first customers, building a scalable business model, sprinting to liquidity, and running the marathon.

What You'll Learn
  • Discover how founders keep their CEO positions by managing the organizational change needed to reach the next stage of scaling
  • Read case studies that illustrate how CEOs craft growth strategies, raise capital, create culture, build their organizations, set goals, and manage processes to achieve them
  • Discover principles of successful scaling through comparisons of successful and less successful companies
  • Use the Scaling Quotient to assess your startup's readiness to grow
  • Follow a road map for turning your idea into a company that can change the world

Who This Book Is For

Entrepreneurs, aspiring CEOs, capital providers, and all other key stakeholders

Product Details

ISBN-13: 9781484243114
Publisher: Apress
Publication date: 01/24/2019
Edition description: 1st ed.
Pages: 273
Product dimensions: 6.10(w) x 9.25(h) x (d)

About the Author

Peter S. Cohan is Lecturer of Strategy at Babson College. He teaches strategy and entrepreneurship to undergraduate and MBA students at Babson College. He is the founding principal of Peter S. Cohan & Associates, a management consulting and venture capital firm. He has completed over 150 growth strategy consulting projects for global technology companies and invested in seven startups—three of which were sold for over $2 billion. Peter has written 13 books and writes columns on entrepreneurship for Forbes, Inc, and The Worcester Telegram & Gazette. Prior to starting his firm, he worked as a case team leader for Harvard Business School professor Michael Porter’s consulting firm and taught at MIT, Stanford, and the University of Hong Kong. Peter earned an MBA from Wharton, did graduate work in computer science at MIT, and holds a BS degree in Electrical Engineering from Swarthmore College.

Table of Contents

Part I: Exploring the Scaling Model

Chapter 1: Introduction

Chapter 2: Creating Growth Trajectories

Chapter 3: Raising Capital

Chapter 4: Sustaining Culture

Chapter 5: Redefining Job Functions

Chapter 6: Hiring, Promoting, and Letting People Go

Chapter 7: Holding People Accountable

Chapter 8: Coordinating Processes

Part II: Implications for Leaders

Chapter 9: What's Next?

Appendix A: Notes

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