Worknow_Aotearoa_NZ

When we plan it is inevitable that we make some assumptions.

As we put our plans in motion however, we have talked to people, tested our service and developed means to continually question our assumptions

In doing so we recently discovered we were off target so we changed our plans. We haven’t changed our destination but we have re-prioritized development within the scope of our long term vision and purpose.

We decided to make this change in order to provide what we understand will be a more simple solution to matching people’s talents and skills to volunteer and paid work opportunities.

And then this evening via twitter I come across an article Venture Capital 101 for For-Profit Social Entrepreneurs. We are bootstrapping this journey but I aspire to implement new financial and business models for social enterprise so I was compelled to read further and view the presentation below.

Although most of the Venture Capital talk does not apply to us,  I discovered two slides #10 #11 that allay some concerns because although I intuitively trust that our decision is on track, it is a little at odds with recent sage advice concerning the importance of executing on plans.

The “execution paradox”

#10 Start ups need to be adaptable: Changing directions used to be a near-death experience for startups.  Now, it’s common fare.

“The pivot – what do successful startups have in common?Pivot is the ability to change directions quickly. The difference between a successful and an unsuccessful start-up is the number of pivots a start-up makes before it dies.” [Eric Ries]

“[...] some things that startups that aren’t run well do: You don’t change direction fast enough. Every startup should be looking at its direction every month or so.”  [Robert Scoble]

“In the average Y Combinator startup, I’d guess 70% of the idea is new at the end of the first three months.” [Paul Graham]

The “execution paradox”

Those startups who are adapting and changing like they should, are not “executing” against their prescribed milestones.  Consequently, they will get eaten up by VC with all the “downside investing”.

Those startups who are not adapting and changing like they should, are apparently “executing”.  In a high R-o-C environment, these are statistically likely to be failing.

Agility needs to be an intrinsic part of VC/startups.  Was: “execute, execute, execute”.  Now: “pivot, pivot, pivot”.

I am a member of an incredible web start up community called the Distiller: A collaborative support network of young and aspiring entrepreneurs creating an environment wherein we support and encourage each other, offer feedback and share the highs and lows of the new venture journey, together.

It is organic, collaborative business community at it’s best, one which provides a shining example of an environment “…overwhelmingly governed by the trust/reputation/community approach…”

Throughout the year we hold 12 week “Sprints” as a primary means of sharing with and supporting one another. Each sprint is made up of six fortnightly “therapy sessions” : a forum to discuss the stepping stones towards our end goal.

Basically it’s about answering the question: where do you want to get to over the next 12 weeks? and then breaking this goal down into smaller action orientated tasks.

It is a practice in planning, intended to instill a sense of urgency and keep us focused on putting our plans into action. It is a great model and planning is an excellent disciple but a plan is only ever as good as it’s execution which of course comes back down to having the right people, as I discussed in lessons from an Angel

Failure to execute was seen as the number one reason that companies fail and for this reason – People – the management team is the number one factor influencing the angel’s investment decision.

Venture Start Up

I studied business extramurally because, as far as I could see, the best way to learn business was simply to get involved. I planned to gain real life business experience while building and diversifying my skills in preparation for “one day” when the right opportunity came along for my own venture start-up.

I never exactly knew when that “one day” might be but I’d been pretty generous and given myself until 35 to discover it, on the basis that I would intuitively know the right opportunity when I saw it. And so in early March 2009 my one day arrived and I was ready.

Status Quo, Schmo

Jamie’s idea to develop an online contractors marketplace to help people find work, immediately struck a chord with me.The idea was, in essence, exactly what I needed and wanted for myself.

It was a means to encourage and support business creators, owners and collaborative teams. It was everything I wasn’t, but wanted to be and I immediately recognised his idea as a means to achieving my longest held work aspiration – to build a company that could truly help people.

We are quite happily, not in keeping with the status quo. Indeed as statistics bemoan rising unemployment I tend to see the job losses as inevitable because for social innovation and change to occur one must in some way destroy the old.

For all practical purposes this meant; if I was actually going to help people be their own boss; if I hoped to promote entrepreneurship and new business creation as a viable alternative to employment; if I was going to prove work existed but that the way we connect with it was changing; I simply could no longer work as a full-time employee

Making the Change

Mentally, in a recession leaving my only secure source of income was a pretty tough call to make. But in life we must take calculated risks. I was determined that money would not hinder my pursuit of the dream and in that decision alone I have learnt lessons for life, about the potential to get work done without the need for cash – ergo Time Trade.

Practically however, it is not at all hard to work your way out of a job. I’m not particularly proud of the way I left my last employee role but it was best for both parties. Indeed the hierarchy and their methods of control and authority, even their use of these words – when I aspire to collaboration and leadership – are driving factors in the development of Worknow.

Worknow

We are building this community and marketplace on the belief that 1) networking platforms can help us find connect and work together in new ways and that 2) there are other talented people here, that seek new more collaborative and flexible ways of working.

With this blog I intend to relate my experience as a business creator, owner and contractor, in hopes that my journey may encourage others along this path.