From Post to Pillar - MNC to Startup !!

It gnaws at most professionals, working in MNCs and good companies. “What next? Is it time to start something of my own?”. Everyone wants to be his/her own boss and rightfully so. But fear and the thought of moving out of one’s comfort zone. That steady pay very month. The vacations and the perquisites, all play in the back of one’s mind when taking decisions to this effect. So what could the real issues that a professional would face taking that journey?

1. The Base
   • Most professionals move into companies that already generate a decent revenue and along with that ride the good will that the company has generated over years of operation. Though this may not seem significant, this definitely helps open doors and minds to win-win negotiations. With a start-up you are at ground zero. You don’t have precedent though relations and experience could help put the foot in the door. Keep your contacts fresh. You may have people to meet people but make sure that you are in touch.
2. The Systems
   • In dynamic companies with a pedigree, the systems and processes are in place. Employees follow set process and procedures and over a period expect these to be implied rather than explicit. On the other hand, when you are at the other end of the spectrum processes need to be built and modified consistently to ensure smooth operations. There isn’t a one size fits all
3. The Monies
   • One has the support of a larger organization to support the business. Whereas at a start-up you are to manage cash flows and P&L’s from the start. Decisions on trade-offs are not that easy and you have little leeway to make many expensive mistakes. One has to ensure that operational costs and other costs are commensurate to tactical plans in place.
4. Strategic vs. Tactical
   • With larger organizations decisions are more strategic. The questions you ask are ‘Where are we going in the next five years?”. Words like medium term plans often do the rounds. On the other hand, at a start-up though the need for being strategic is not negated the need to be tactical far outweighs
5. People
   • The cherry on the cake is when you have managed all of the above, but your team expects all the above to be in line with a large organization when they move in. There is a lot of work that needs to be put into changing mind sets such that if you are not a part of the solution you really are a part of the problem.