公司发展过程中CEO的三个阶段

融智麟阁 2022-06-21 16:39:58

SteveJobs, MarkZuckerberg, Jack Ma, Jeff Bezos, Elon Musk – these are among the best examples of company founders who can lead a company from before it starts and as it grows to $billions of revenue and a real IPO. It’s quite rare to find such exceptional people as CEO, and so we should all learn from their histories and their experiences to understand what makes a CEO of that calibre.

史蒂夫·乔布斯、马克·扎克伯格、杰克·马、杰夫·贝佐斯、伊隆·马斯克这些都是能够领导一个公司从开始到数十亿美元的收入和真正IPO的企业创始人的最好例子。我们很少能找到像CEO这样杰出的人,所以我们都应该从他们的历史和经历中学习。

They are rare indeed. Most company founders are not the same people who can best lead acompany from day zero to IPO. This should be acknowledged at the beginning, and particularly by the earliest investors in a new enterprise.

它们确实很稀有。大多数公司创始人都不是那些能把公司从开始带领到IPO的人。这尤其对于新企业最早的投资人而言应该在一开始就得到认识到。

I have learned over the years, starting in my own entrepreneurial days three decades ago, that one might consider three different types of, and purposes for, a CEO in a rapid-growth tech company. Only some times can the founder "be"all three types. Often today Iencounter founders that think they're going to generate such a big flash-in-the-panas they start the business; that they have such a powerful idea and such skills to see it through rapid growth;that they'll be snapped up or IPO in no time – Ihad one in my office a few days ago. Right. Sure thing. Next!

这些年来,我从三十年前自己的创业生涯开始就学到了:应当认识到一个快速成长型科技公司的CEO针对不同目的具有三种不同类型。只有很少机会创始人可以具备所有三种类型特征。今天我经常遇到创业者认为他们在创业时会像昙花一样绽放巨大光芒;他们有着如此强大的想法和技能,可以通过快速增长看到这一点;他们很快就会被抢购一空或IPO,我几天前在我的办公室里见到了这样的创始人。正确!肯定!下一个!

I have found that, at the beginning, the CEO is often:

  1. the tech (or non-tech) innovator who has the idea (and is a visionary);

  2. finds, motivates and pulls together the starting team and early supporters;

  3. gets the company into the market with a product/service; and

  4. creates optionality while finding the right path(s) for initial corporate growth.

    That's one set of skills. (My friend Kevin was just in my office and referred to CEO/founders at this stage as ‘players.’I like that.)

    我发现,刚开始的时候CEO经常是这样的:

    1-有想法和远见的技术或非技术创新者;

    2-寻找、激励和凝聚起首发团队和早期支持者;

    3-通过产品/服务使公司进入市场;以及

    4-在寻找合适的初始公司成长道路时做出选择。

    这是一套技能。我的朋友凯文刚刚在我的办公室里并且指出在这个阶段CEO/创始人是“演员”。我认同这个观点。

    Then there is the CEO who can build a team with multiple layers of management – being able to assemble a competent multi-layer management team is in itself a skill, and it's always required for real, non-flash-in-the-pan, non-quick-flip companies.

    然后,CEO能够组建一个具有多个层级管理的团队——能够组建一个有能力的多层管理团队本身就是一种技能,而且真正的非昙花一现的长久性的公司会一直需要这种能力。

    Along with that skill, often:

      ---serious capital-raising skills are needed,

      ----substantial business partnerships must be put inplace, and

      ---sales have to be expanded from one-offs to bunch-at-a-time.

These are all skills which the founder/visionary CEO may not have, or she/he may not have the deeper management skills to hire and work with (and bring together into acohesive group) the people who do have those skills. (Kevin called these CEOs ‘coaches.’ Agreed – the ability to coach up and down the organization is an important skill at this level, more important than at the next level.)

除了上述技能,经常还需要:

-需要卓越的融资技能;

-建立实质性的商业伙伴关系的技能;以及

-从一次性销售扩大到批量销售的技能。

这些都是创始人/有远见的CEO可能没有的技能,或者她/他可能没有更深层的管理技能来雇佣并与具有这些技能的人一起工作(并把他们组织在一起形成有凝聚力的团队)。凯文称这些首席执行官为“教练”。他说:“在这个层面上优化组织能力是一项重要的技能,比下一阶段更重要。

Finally,the third type of CEO is the one that can build a billion-dollar business,drive it to great profitability, focus on operational efficiencies, trimoptionality (really? Yes, in some cases trimming fundamental corporate-pathoptions can be essential for the right kind of profit growth) and maybe take the company public.Those who know me, know that I rarely think an IPO is the right final-step for a tech startup – it’scertainly not the right driver for a founder and early investors. And almostnever is it the right exit for a non ‘sexy’ non-tech startup, IMHO.

最后,第三种类型的CEO能够创建一个价值数十亿美元的生意、驱动公司获得巨大的盈利能力、专注于运营效率以及优化选择(真的吗?是的,在某些情况下,优化公司基本路径选择对于利润增长来说是至关重要的并且也许会让公司上市。了解我的人都知道,我很少认为IPO是科技初创企业的最后一步——它肯定不是创始人和早期投资者的正确选择。坦率来说,对于非科技没那么有吸引力的初创公司而言,这几乎从来都不是正确的出路。

Seriously large multi-level management skills are the biggest requirement for the CEO at this ‘third’ or final stage, along with the vision to see how all the pieces should be structured and interoperate across all the different parts of acompany (sales, manufacturing, R&D,product development, HR, finance, legal, international, shareholder management,etc.) And if an IPO is a possibility, a CEO that looks good to the marketsa nd can put in place the corporate structures required for public status is,obviously, key. Kevin and I got lost in our discussions and didn’t ever get back to naming this final stage – I would welcome your suggestion – email or WeChat it to me.

在第三阶段或者最后阶段,CEO最需要的就是卓越的多层级管理技能。除此之外,还需要具有将所有技能整合运用到公司的不同层级 (销售、制造、研发、产品开发、人力资源、财务、法律、国际股东管理等等)。如果IPO是可能的,一位市场上认为不错的CEO能够组建公众需要的公司结构显然非常关键。凯文和我结束了讨论并且没有继续深入讨论该最后阶段。如果你需要了解,请通过邮件或者微信联系我,我乐意给出建议。

Rarely is any situation as simple as any one of, or all three of, those types of CEO –but I have found value in looking at entrepreneurs and management teams at various stages with an eye on those three types. And particularly, I am careful to make sure the discussions about possible future changes/transitions are had with management and investors, and that plans are regularly under consideration for adjusting the management team – including the CEO – as the company grows.

很少有哪一种情况能像任何一种或者三种类型CEO那样简单。但我发现:在不同的阶段关注三种类型对于企业家和管理团队是有价值的。特别是,我仔细考虑后确认讨论“与管理层和投资者有关的未来变化/转变”并且有计划讨论“随着公司的发展调整管理团队(包括CEO)”。

As always, feel free to contact me if I might be helpful as you wrestle with any of these questions orother topics about any of your Investments across your entire portfolio,whether your investments are liquid or illiquid, private or public.

像往常一样,当你在的投资组合中遇到任何投资的问题或其他话题时,如果我能给予帮助,请随时与我联系,无论你的投资是流动的还是非流动性的,私人的还是公共的。

作者介绍 


皮埃尔.杜邦

Pierre DuPont

pdupont@hpmpartners.com
WeChat= USA6178230539

公司发展过程中CEO的三个阶段HPM 有限责任公司(www.hpmpartners.com)的合伙人皮埃尔.杜邦先生撰写的最新文章。杜邦先生愿意自由分享投资和商业知识,并且愿意对私营企业主的相关业务和业务增长战略的问题进行指导。

This article “Three Stages of CEO as a Company Grows” is the latest written by Pierre duPont of HPM Partners, LLC at www.hpmpartners.com. Mr. duPont is willing to share his investment and business knowledge, and guide private company owners on topics related to their businesses and business growth strategies.

他还帮助客户处理个人和家庭财务问题,包括全球资产配置、投资组合管理、企业融资和个人融资以及一系列私人银行业务。他与美国和亚洲的企业主和多代家族合作对企业的发展和传承提供建议(尤其是无论家族是否还拥有企业综合考虑出生和未出生成员的建议)。

He also helps clients on their personal and family financial matters including global asset allocation, portfolio management, business and personal financing, and a wide range of private banking matters.He works with business owners and multi-generational families in the United States and in Asia to plan for growth and succession - and especially toconsider and integrate the perspectives of born and not-yet-born descendants,whether or not there is a business still in the family.


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