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Startup Century: A New Book on Technology Policy by Balderton’s James Wise

Today is the US launch of Startup Century, a new (and debut) book by Balderton partner James Wise. The book’s subtitle provides a great clue to its content: why we’re all becoming entrepreneurs — and how to make it work for everyone.

This is neither a how-to book on building startups nor self-interested VC propaganda designed to foster more startup activity. More than anything, I’d say it’s a public policy book that includes a strong dose of technology history. The book is designed to help us first extrapolate possible future scenarios, and then select policies that drive us towards the more positive outcomes on the spectrum. The book doesn’t argue that society should trend towards entrepreneurialism, it presents a matter-of-fact case that it is doing so inexorably, for both better and worse. It then asks a series of “so what should we do about that” questions that take us into public policy.

Everyday-Everyone Entrepreneurship

The world envisioned is one of everyday-everyone entrepreneurship, which James defines as a state where people:

  • Have meaningful ownership of what they produce.
  • Earn in a proportional way to their (or their product’s) success.
  • Can be self-directed, at least most of the time.
  • Can choose how to solve a problem, and with whom to work to solve it.

What I like best about the book is that it doesn’t tap dance around difficult questions of societal structure and power, both past and future. You cannot discuss this kind of material without considering winners and losers. While the book certainly has an optimistic bent, it also provokes the reader to consider the alternatives. Excerpt:

“[Bloodworth’s] conclusion [in Hired] was that many of the rights and benefits the labor movements and trade unions had won, over several generations — from sick pay and holidays to maternity and paternity leave, pensions, and safe, civilized, working conditions — had been undermined, not by political opposition but by technological innovation and and ruthlessly demanding business models.”

For example, income security seems out the window in the eat-what-you-kill world of individual entrepreneurship. But was it already out the window anyway with the steady erosion of the social contract between employer and employee? And to the public policy angle, what should we, as a society, do about it? 

Or, more topically, will AI create more jobs than it displaces — as James suggests and has been the historical pattern with new, disruptive technologies? Or will we eventually find ourselves in some more dystopian Logan’s Run type scenario?

After an in-depth review of several policy areas, the book concludes with An Entrepreneur’s Manifesto that offers sixteen specific policy suggestions grouped into three areas: find work, fair work, and fulfilling work. You can learn more about the manifesto by watching this lecture.

For more information on the book, you can read this Publisher’s Weekly review, peruse this Q&A with James, or even chat with the book.

Having a nice chat with the book itself.

My Overall Take

Overall, Startup Century is a worthy read — the history lessons alone are worth the price of admission. The public policy is less my passion, but the book nevertheless poses important policy questions and considers them in depth and with thoughtfulness that I have not previously encountered. 

As James notes, “in his writings on capitalism, […] Schumpeter both championed capitalism and predicted its demise, […] warning that capitalism would inevitably morph into cronyism and give rise to oligopolies.” 

Let us hope that everyday-everyone entrepreneurship can help prevent that demise and that we can collectively develop answers to James’ questions that lead us together, and successfully, into the startup century.

The Keys to Nailing and Scaling Go-To-Market: Slides from my 10X CEO Accelerate Presentation

It’s fun when the person who ran marketing at one of your rivals asks you some 20 years later to speak at their annual conference. It’s even more fun when it’s a fellow CMO-turned-CEO and he’s assembled quite an amazing group of people to address. I’m speaking of Brian Gentile managing director of 10X CEO, an accelerated learning environment for high-performing, venture-backed CEOs — or what I might simply call a CEO peer-networking, support, and learning group.

I’m familiar with several of these groups, know many CEOs who swear by them, and have tried a few myself. The core idea is simple:

  • A lot of CEOs are first-time founders and could certainly use some help in doing their job. (Heck, first-timer or not, founder or not, it’s useful to have such a peer network.)
  • The CEO job is indeed a lonely one — virtually everyone around you has an agenda of some sort, from the board to the e-staff to the rank-and-file employees.
  • So it’s enormously helpful to meet with peers, outside the company, who are truly neutral when it comes to matters affecting your business.
  • All the better if the organizational structure is individual peer groups that convene in an annual summit — and if they provide coaching and learning resources to boot.

I know at least a half-dozen members of 10X CEO and to a person they rate their experience highly. If you’re CEO of a fast-growing company that’s $10M+ in ARR, you might contact them to learn more.

Long story short, I was happy to hear from Brian and be invited to speak. The topic I spoke on was The Keys to Nailing and Scaling Go-To-Market. In my speech, we drill into two things:

My thoughts on scaling a startup in general:

  • It’s about growth engines. The more, the better.
  • It’s about people. Some jobs are harder to stay in than others as a company scales. Pay attention to that.
  • And it’s about abstraction. When you start go-to-market, it’s about people and deals. When you scale go-to-market, it’s about numbers and models.

The five keys to scaling go-to-market:

  • Design good experiments, so you can be pretty darn sure that something works before scaling. (Note: were you pretty darn sure the last time you scaled something that didn’t work?)
  • Run a systematic expansion strategy, where you’re crossing the pond by hopping a series of lily pads, instead of trying one big, dangerous leap. (It’s not just boiling for which frogs are useful in business metaphors.)
  • Model-driven scaling, breaking down go-to-market into a series of models, each of which is defined by goals, roles, and ratios. You can compare these models by calculating contribution margins for each of them.
  • Metrics-driven execution, building a data-driven culture where you spend a lot of time reviewing and discussing shared data in a standard template. (See my SaaStr 2023 talk for more.)
  • Dance with who brung ya, one of my more contrarian positions. Silicon Valley is obsessed with the next big thing to the point of sometimes forgetting the last. When scaling, I think it’s key to not forget the people, product, and customers that brought you to the dance.

I’ve embedded the slides below. If they’re too hard to read, go to the PDF here.

Thanks again to Brian, the 10X CEO team, and the CEOs in the audience for having me.

Slides from my SaaStock Presentation: How To Connect Your C-Suite to the Ground Truth

Earlier today I spoke at SaaStock USA in Austin and gave a presentation on connecting your c-suite to the ground truth. I think it’s important that startup founders and leaders understand how easy it is to get disconnected from the ground truth (i.e., the reality of the field, deals, and customer conversations) and how that problem only gets worse as you scale. Largely it’s caused by layers of management, but it starts early — with just one.

It’s also caused by process, specifically the review process that most startups use. On messaging, you see the blueprint (in a QBR session), but not the house. In sales, you review the playbook, but don’t see the play. Thus, constantly seeking the ground truth — what’s actually happening on the ground — is an important part of any startup leader’s job, for both operational and strategic reasons.

In this presentation, I dive into why the problem occurs, why it’s worth solving, and what you can do about it. Specifically, I offer three ways you can connect yourself and your c-suite to the ground truth:

  • Deploy conversation intelligence (CI) software. If you’ve done so already, try to climb the value stack I outline.
  • Run third-party win/loss analysis.
  • Perform an annual or event-driven proprietary market study where you answer both fairly standard questions and ideally, a list of special questions you’ve accumulated using a hypothesis file.

The slides are embedded below [1]. You can download them on Drive [2].

Thanks to everyone who attended and to SaaStock for having me.

# # #

Notes

See my blog bio and FAQ for relevant affiliations.

[1] As a series of images using a WordPress blocktype. This is new for me so please excuse any bugs. I had to stop using Slideshare because they have become amazingly intrusive with advertising (so as to make the site unuseable IMHO) and I no longer want them monetizing my content.

[2] For the time being, slide downloads are only available on Drive. Of late, I had been making them available on Drive and Slideshare, but I can no longer use the latter, see note [2].

Come to my SaaStock Presentation: How to Connect Your C-Suite to the Ground Truth

This is a quick post to remind everyone who’s attending SaaStock USA in Austin later this week to come to my session at 2:30 pm on Thursday, June 1 on the Scale Stage, entitled How to Connect Your C-Suite to the Ground Truth.

I’ve always believed that the hardest part of strategy is not figuring out what to do given what’s going on, but instead, more fundamentally, figuring out what’s going on — and getting consensus about that with your C-suite team. Towards that end, in this presentation I’ll discuss three things you can do to better connect your C-suite to the ground truth so you can better understand what’s going on, upgrade the quality of your execution, and better assess the effectiveness of your strategy.

The full agenda for the event is here. I look forward to seeing you there.

Here’s a link to my post with the slides and, if SaaStock posts a video of it, I’ll link to the video as well. Please join us, it should be a lot of fun.

Appearance on The SaaS Growth Hub Podcast on Founder Sales Knowledge and Sales & Marketing Alignment

This is a post to highlight a recent podcast appearance I made on The Growth Hub podcast with Seija Lappalainen and Reeta Westman, who are both based out of Finland, and with whom I had a lot of fun talking. So much fun, in fact, that we ran long and they ended up splitting the episode in two parts: one focused on founder sales knowledge (material derived from the Balderton Founder’s Guide to B2B Sales that I wrote and about which I’ve blogged here) and the other focused on sales & marketing alignment.

In the podcast episode we address questions including:

  • Which role I most preferred in my career (e.g., CMO vs. CEO vs. NXD)?
  • What are my duties in my role as an EIR at Balderton Capital?
  • Why we decided to write the Founder’s Guide to B2B Sales?
  • What are key things founders need to know about sales?
  • The Andromeda Strain problem — what explains what chief architects and top salespeople have in common?
  • What is the most common thing that product-founders get wrong in approaching sales?
  • Why I think a popcorn machine is a better analog than a funnel when it comes to sales?
  • How do founders become good salespeople?
  • How can marketers best learn about sales?
  • How much has technology changed sales and how important are technology skills?
  • Why am I such a massive fan of conversation intelligence tools, such as Gong or Chorus?
  • What should founders know about marketing?
  • Why I think marketing is in part responsible for the confusion surrounding marketing?
  • How to better align sales & marketing (and why unfortunately it’s still worth talking about)?
  • How to resolve alignment conflicts between the CEO, CRO, and CMO?
  • Why marketers should be broad in skills, tools, and knowledge to help avoid the Maslow’s hammer problem?
  • What are my views on titles (and associated structures) such as chief growth officer, growth marketing, and performance marketing?
  • How to grow sales & marketing together, which touches on the pipeline chicken/egg problem and the inverted funnel model?

I’ve embedded a video version of the episode below.

The podcast is available on Soundcloud, iTunes, Spotify, the web, and YouTube.

I hope you enjoy it and thanks again to Seija and Reeta for having me.