加入科技初創(chuàng)公司就像買彩票？
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????? 管理層有哪些商業(yè)經(jīng)驗(yàn)？哈里斯認(rèn)為，理想情況下，管理團(tuán)隊?wèi)?yīng)該具備經(jīng)營一家盈利企業(yè)的豐富經(jīng)驗(yàn)，尤其是要具備“在合規(guī)與監(jiān)管問題和成本控制方面的實(shí)踐經(jīng)驗(yàn)”。否則，應(yīng)該搞清楚創(chuàng)始人計劃如何解決這些至關(guān)重要的日常問題？技術(shù)專業(yè)知識和一個有市場的創(chuàng)意當(dāng)然重要，但一家公司的日常經(jīng)營則是另外一回事。要保證公司所有職責(zé)人員齊備。 ????? 公司對未來3個月、6個月、9個月和12個月制定了怎樣的發(fā)展計劃？哈里斯問道：“這家初創(chuàng)公司如何擴(kuò)大客戶群？公司是否有旨在將業(yè)務(wù)重點(diǎn)多樣化的計劃？”對于這些問題，去初創(chuàng)公司面試的普通求職者也許只能靠自己摸索，因?yàn)椤按蠖鄶?shù)私營公司不會立刻披露收入預(yù)測。但面試者可以并且應(yīng)該詢問一下公司的未來擴(kuò)張計劃，以及擴(kuò)大市場份額的方案?！?/p> ????? 公司是否有退出策略？這一點(diǎn)同樣應(yīng)該在商業(yè)計劃書中提到，即便這只是一種設(shè)想（當(dāng)然在目前這個階段，也只能是設(shè)想）。公司創(chuàng)始人是否考慮過最終如何回報投資者？例如，是被更大的公司收購，還是進(jìn)行IPO？既然你兒子的工資一半為股份，是否有人考慮過他未來如何將這些股份變現(xiàn)？弄清楚這個問題才是明智的做法。 ????在考慮從大公司進(jìn)入一家初創(chuàng)公司的時候，你兒子至少有兩大優(yōu)勢。首先，他與未來的老板或聯(lián)合創(chuàng)始人是朋友，所以他可以問一些大多數(shù)私營公司都不愿意討論的尖銳問題。 ????其次，他大學(xué)畢業(yè)才三年時間。哈里斯表示，是否應(yīng)該去一家新公司工作的決定，很大程度上取決于“每個人所處的人生階段”?！拌b于初創(chuàng)公司如此高的失敗率，而且即便公司最終獲得成功，開始幾年也可能面臨入不敷出的境況，因此，對于有家庭或打算買房的人而言，在這種公司工作的風(fēng)險太大?！钡愕膬鹤由形吹竭@個階段，所以不妨建議他在冒險之前認(rèn)真考慮，然后祝他好運(yùn)。如果有幫助，你可以將這次經(jīng)歷看作是對他的繼續(xù)教育。假如他最終經(jīng)歷失敗，艱苦的磨練可以為他未來成就輝煌事業(yè)奠定一個堅實(shí)的基礎(chǔ)。 ????反饋：你是否有從一家穩(wěn)定的大公司轉(zhuǎn)投一家初創(chuàng)公司的經(jīng)歷？最終結(jié)果如何？歡迎評論。（財富中文網(wǎng)） ????譯者：劉進(jìn)龍/汪皓 |
????? What business experience do the principals bring to the table? Ideally, the management team should have solid experience at running a profitable enterprise, especially “hands-on experience in compliance and regulatory issues and cost containment,” says Harris. If not, how do the founders plan to handle all those mundane but essential matters? Tech expertise and a marketable idea are great, but running a company day-to-day is something else. Make sure all the necessary pieces are in place. ????? What’s the growth plan for the business 3, 6, 9, and 12 months out? “How will the startup grow its customer base? Are there plans to diversify the focus of the business?” Harris asks. The average job seeker interviewing at a startup has to fly blind on these questions, since “most private companies aren’t quick to disclose revenue projections,” she notes. “But interviewees can, and should, still ask about the company’s plans for expansion and growing market share.” ????? Is there an exit strategy? Again, this should be mentioned in the business plan, even if it’s only tentative (which, at this stage, it almost has to be). Have the people starting the firm thought about how investors will eventually be repaid — through acquisition by a bigger outfit, for example, or an IPO? Since so much of your son’s pay will be in equity, it would be smart to find out whether anyone has thought about how he might someday turn it into cash. ????In weighing the move from a big company to a startup, your son has at least two big advantages. First, his prospective bosses or co-founders are friends, so he can ask tough questions about things that most private companies don’t like to discuss. ????Second, he’s only three years out of college. The decision to work for a new venture (or not) depends partly on “each person’s stage of life,” Harris notes. “Given startups’ high failure rate, and some potentially lean early years even if the company eventually succeeds, it may just be too risky for someone who has a family, or who wants to buy a house.” Your son isn’t there yet, so why not just recommend he look carefully before he leaps, and wish him luck? If it helps, you could think of this as a continuation of his education. The School of Hard Knocks, if that’s where he’s headed, has been great preparation for plenty of stellar careers. ????Talkback: Have you ever moved from a large, stable employer to a startup? How did it work out? Leave a comment below. |
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