Capstone Proposal: Startup Scalability: Aligning strategy, culture, and infrastructure to optimize scaling for startups

nFor

nMaster of Science

nLeadership and Organizations

nSamantha Schreiner

nUniversity of Denver University College

nApril 2nd, 2017

nFaculty: David Frostman, MSEE, MSBA.

nDirector: Patricia Greer, MBA

nDean: Michael J. McGuire, MLS

nBackground Information

nMost organizations experience challenges on how to improve scalability of startups employees after hiring many people. As the organization advances, the leadership fails to meet the career demands of its workers. Instead, it concentrates in strengthening its brands. Similarly, the growth of the company forces the company to deliberate more on how to serve their customers hence it is less concerned on the employees. In addition, the majority of businesses use outdated management approaches, which have negative effects on the scalability of startups.

nAs the number of staff increase, the start-ups no longer work as the cohesive and single unit they used to be in the early days of the company. Leaders turn out to be less entrenched and specialized with their employee especially in different sectors of the firm. The management embrace unconventional leadership approach that attempt to pay close attention to business dynamics that accompany growth at the expense of scalability of startups.

nFor this reason, in order to improve the scalability of startups, the management needs to adopt better leadership structure to help manage increasing number of workers. For instance, the company can use smaller groups of workers with precise roles for diverse areas of the business. Research has indicated that successful companies establish operating committees comprising less than ten managers who meet regularly to share information on best ways to enhance startups scalability. Such initiatives can help to develop goals and values that are shared amongst employee. It also helps to cultivate a culture that influences the employees for job satisfaction. More importantly, it develops channels of communication where employees can voice their concerns to the companys leadership.

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nBibliography

nBaron, J.N., and M.T. Hannan. “Organizational Blueprints For Success In High-Tech Start-Ups: Lessons From The Stanford Project On Emerging Companies”. IEEE Engineering Management Review 31, no. 1 (2003): 16-16.

nChorev, Schaul, and Alistair R. Anderson. “Success In Israeli High-Tech Start-Ups; Critical Factors And Process”. Technovation 26, no. 2 (2006): 162-174.