Speed and pressure in the startup or business does not tolerate the rear.

First article from a series of ideas at all times

In my practical activities of attracting capital, I came across a very important point-an idea for a company or a basis for attracting capital. What is it? Sometimes the idea, there is a beautiful, but very strong focus on the prospects and the team and the distribution of interests, makes the project almost impossible to simply on the cultural aspects.

When the team begins to multiply and each founder brings his ideas to it in the framework of achieving the goal, the project stops. Moreover, the teams in most cases are distributed across the territory, that is, people are in different geographical places, the project simply hangs in the air. Investors, as a rule, like rallied teams, united by one goal and tasks. The need for a formal leader is necessary, which dedicates 80% of the time for the implementation of the project. How to be in cases when there is an idea, but not more? How should a team be formed to start in any project? What is the most important and what can remain for later? This is my thought.

I decided that the fund-raising system may vary depending on the success or failure of the strategy and the attitudes of investors to it at the start of the fund-raising company. This strategy can change and pass the test, every time you are close to failure. I believe this is mandatory and I'm confident that this approach will allow you to be flexible and respond to failure or transform during the course of your activity.

The usual rule tells us: 100% success - 80% training and only 20% remaining. In this formula, there is a value of 80% preparation, but there is no explanation of what meaning will be invested in this concept. But I believe that its decoding is. There is a principle that Generalissimo Suvorov brought out - speed and pressure. If you operate on methods that lead to success. It is the method of speed and pressure that is the most important startup strategy. What kind of convoys there are, what warehouses, if to speak with military wording, what strategies are built for the future - quickly and intensely to get the result, that's what is important for the startup. It is not the formation of teams and the distribution of duties, the failure to build long-term strategies, namely the speed and pressure make new companies successful. In all military academies, they teach this to me and they taught me that way.

Let's remember a very long history for us. In 1797, General Bonaparte in one company, took Italy from the Austrian Empire. He had 20,000 hungry soldiers, embezzlement and a shortage of everything that can be assumed, starting simply with boots for soldiers. And he with this army, wins several battles and takes Italy. The Austrian generals were just sure that with such an Army, not just what to fight, it's dangerous to go out into the field. What he did, right - speed and pressure. This principle of Suvorov, works in business. Do principles that are true in such wars do not work in business? They work and still like.

The basis of such decisions is always one person, usually one of the founders. The swiftness with which you must go to the goal, speaking military language to deploy parts in the field, should exceed the speed of your competitors. This speed should impress. The generals are not in vain, they are worried about the loss of the pace of the units when they attack. On what the startup is based, only on yourself and your founders. All! Your team, as a legion and as a base, your idea as a banner, your cohesion as the drill of soldiers. Nothing should be distracting from the goal. The goal, this is recognition by investors for the life of your idea and its realizability at the expense of their money. I want to say that the majority of entrepreneurs who did not teach them tactics of formations and units and did not learn the experience of military battles and absolutely in vain.

Loss of pace, timing of agreement or their suspension, that's what brings frustration and puts an end to ideas. Everything should be done quickly and most importantly on time.

Here are my principles - the team of initiators is not more than 3 people. The main thing is an idea that will change the market. A team with different competencies and inspired by the future result. Sales markets and markets on which this project will unfold. And good documents for investors, like a pass to the feasibility of the project. That's how the startup should be built and only so. The rear and strategy will drag you to the bottom, under the name of the refusal of investors to give you money.

Therefore, you have to get money for what would be your idea recognized, then get money to do a prototype, then get a sale and learn how to replicate your product and only then apply strategies and tighten the rear.

Your Slav L