10 Key Value Drivers 3　Team development and management　中文

Main Idea

To create a high-growth new business, you'll need to have a team of people with the right skill sets involved. Great people are the only truly unique differentiator a new enterprise can have.

Supporting Ideas

This section of the business plan should describe your management team and the other people and advisers you can rely on to help build the business. The "people part" of your business plan deserves and requires careful attention.

1．Your venture team

People with specialist skills will be required to build a new enterprise. It is just physically impossible and impractical to do it all yourself.

• Start with the founders—describe what each brings to the new venture in terms of background skills, competencies, areas of specialization and passion.
• Discuss how the venture team was formed—which people were approached and why. Focus on being able to show all the key positions that need to be filled (like marketing, financial management, business administration and leadership, operations, etc.) have been filled.
• Talk about incentives—how the team members will be compensated and motivated to perform.
• Be open about the gaps in your venture team—and describe your plans to fill those gaps expeditiously. You also need a timetable for when this will happen.

2．Team management and other issues

Having the right people involved is essential, but so too is a workable management structure.

• Detail your corporate and capital structure—because these items can cost serious money if not properly sorted in advance. You should also be able to detail how it is envisaged your capital structure will change in the future as your enterprise grows.
• Talk about who makes the decisions for the new venture—and the process by which decisions are reached. You'll also need to cover your contingency plans on how any future disputes or conflicts will be resolved without negatively impacting on the business.
• Discuss your external team—which will consist of your board of directors, professional service providers (usually lawyers, accountants, financial intermediaries), and any external advisers or consultants you plan on developing an ongoing relationship with. Show how all these resources will be harnessed to collaborate rather than generate confusion and problems.