Prologue: Not ANOTHER Startup Blog...

Why write a blog about emerging technology commercialization? (Post 1)

There are lots of blogs out there with advice and commentary on driving forward business ventures, and plenty of sources of guidance and case studies on commercializing new and emerging technologies. These sources can be helpful and achieve results; however, they often are very specific to an individual industry or vertical market, with limited applicability across a wider range. They may also recommend useful tools and models but inserting your organization into these models may cause you to misidentify the issues that are most pressing to your case.

A flexible approach is needed, broad enough to capture a wide range of possible emerging technologies, but specific enough to provide real solutions. An approach that does not assume what the right answers are, but instead finds the areas that are the most critical in your venture. The key is identifying the problems that need to be solved, not solving them before identifying them.

What can I add to this body of work, and why am I the right source to provide insight to the next entrepreneur ready to launch a commercial venture? I could list my personal credentials and achievements by way of introduction or produce lots of facts and figures. But instead, I will approach this blog using a communication style I have learned as an executive coach: Instead of trying to sell what I’ve learned, this blog will take on a coaching approach, one of a mutual journey of discovery and sharing.

How are we going to approach the discussion?

Arc Completa’s Critical to Function Key Factors

My methodology covers four key areas for any emerging technology venture. These Critical to Function Methods rely on focusing on these factors that are considered in parallel; success requires all of these areas to be tended carefully and simultaneously. The blog will use the above diagram as a touchpoint, highlighting which of the four keys is the highlight of each blog entry. These areas are:

Organization and Structure

The first area I will discuss is the organization and structure of your venture – the actual infrastructure of the team. Is it an independent startup organization? A sub-team acting independently within a larger company? Who are the key players and how is the team organized in terms of hierarchy, job titles, decision makers? Is the structure right for the venture today, and how will it need to be adjusted as the organization proceeds through your plan?

 Commercialization

This area describes the emerging technology/product your venture is creating, and how it will be designed, produced, tested, scaled up, marketed, priced, and supported. What is the ideal initial product to be launched? Who are the target customers? Transitioning from lab to market encompasses a wide range of challenges that must be anticipated and faced with a clear plan and constant attention.

 Supply Chain and Outsourcing

This area encompasses both the traditional definition of supply chain, describing where raw materials will be acquired and how your end product will be fulfilled, but also areas of potential outsourcing for services such as aspects of design and marketing, as well as  manufacturing. Conserving resources, and making sure the wheel is not being reinvented, is key.

Time to Profit

Finally – and critically – there is the all-important funding question. How long can your venture proceed without profitability? What are the options to continue funding in case of unexpected limitations in other areas?

In the first chapter, I’ll discuss some thoughts about the nature of startups, along with typical constraints and behaviors that influence the growth and progress of a startup. Most startups have a set of attributes in common, some of which tend to favor positive progress (“Moving Forward”) and some of which tend to have a negative effect on progress toward the goal (“Holding Back”). In later chapters I will discuss some thoughts and questions raised by the Moving Forward and Holding Back topics, and how a startup might tackle these quantitative and qualitative, cultural, and behavioral challenges.  However, some foundational areas are more urgent, and need to be addressed in the next few chapters. 

After establishing some of these properties and behaviors you may recognize in a startup organization, the blog will present some straightforward methods to moving toward your goals that any startup can use.  Some of the technical content is more focused on hard-tech startups, but service-based startups can benefit from much of the content as well.  I’ll also share some real experiences, that I’ve sanitized to protect confidentiality, that might put into perspective what I’m discussing.

What is the goal here?

Startups and new ventures generally have a desired end point, whether that’s an IPO or a purchase. My goal is to share methods I believe can improve the likelihood that a new venture will reach its goals. I want to leave room for all types of startups to find value, and for ventures of all sizes to enjoy the experience of creating positive customer experiences. 

 Our methods answer questions that are often asked.