CEO & START-UP QUEL DEFI!

Transcription

1 PETIT DEJEUNER DES PME & START-UP VENDREDI 20 JANVIER 2006 CEO & START-UP QUEL DEFI! John Fearn & Christian von der Weid Managing Partners POURQUOI? Pour toute entreprise, trouver le CEO (le candidat) idéal est un challenge. Alors, pour une start-up Plus encore que tout autre cadre, le CEO aura une influence directe sur la vie et la culture de l'entreprise : - envers les actionnaires - envers les cadres supérieurs et intermédiaires - envers les collaborateurs - envers le monde extérieur (clients, partenaires, banques, assurances, nouveaux investisseurs, )

2 POURQUOI? Plus encore que pour tout autre cadre, les attentes sont grandes de part et d'autre : celles de l'entreprise celles du CEO compétences professionnelles - niveau de formation - ma formation est-elle en phase recherché (Uni, EPF, avec la mission? MBA, technique, ) celles de l'entreprise celles du CEO compétences professionnelles (suite) - expérience - mes connaissances théoriques professionnelle et de terrain sont-elles en demandée adéquation avec mes futures fonctions (ct,mt,lt)? compétences personnelles - personnalité, éducation, - est-ce que je partage les valeurs valeur, éthique de l'entreprise? Quelles sontelles? Aurai-je réellement une influence? Jusqu'où?

3 L'OBJECTIF RECHERCHE FORMATION SOUHAITEE! EXPERIENCE RECHERCHEE! PERSONNALITE ADEQUATE! DESIRS DE L'ENTREPRISE L'OBJECTIF RECHERCHE FORMATION SOUHAITEE! EXPERIENCE RECHERCHEE! MISE EN VALEUR DE LA FORMATION ACQUISE? POSSIBILITE DE METTRE A PROFIT SES CONNAISSANCES ET D'EN ACQUERIR DE NOUVELLES? PERSONNALITE ADEQUATE! CULTURE ADOPTABLE? DESIRS DE L'ENTREPRISE DESIRS DU CANDIDAT

4 LA PROBLEMATIQUE "ENTREPRISE TRADITIONNELLE" CONSEIL D'ADMINISTR. CEO ASSISTANTE / SECRETAIRES DRH COO CFO DIRECTEUR MKTG/VENTE DIRECTEUR ACHATS DIRECTEUR LOGISITIQUE DIRECTEUR DE PRODUCTION DIRECTEUR R&D LA PROBLEMATIQUE "S T A R T U P" CONSEIL D'ADM. / INVESTISSEURS STEERING COMMITTEE CEO SECR./ASSIST. COO CFO RESPONSABLE MARKETING/VENTE RESPONSABLE ACHATS + LOG. CTO PRODUCTION R&D

5 LA PROBLEMATIQUE "S T A R T U P" CONSEIL D'ADM. / INVESTISSEURS STEERING COMMITTEE CEO SECR./ASSIST. COO CFO RESPONSABLE MARKETING/VENTE RESPONSABLE ACHATS + LOG. CTO PRODUCTION R&D START-UP ENVIRONMENT Not stable. CEO's of some start-ups have changed 2 to 3 times in a 5 year period. Impact of Founder(s) and Shareholder(s) on a new CEO is profound : - original Founder(s) must be able to relinquish control and responsabilities to the new CEO. - essential for new CEO to fully understand Founder(s) and Shareholder(s) objectives. - Start-up is unknown entity. No track record. Full disclosure and communication essential in hiring process.

6 CEO PROFILE No ideal profile for a CEO of a start-up. Depends on the nature of the company, its sector and stage of development at CEO hiring. CEO of a start-up is essentially different from the CEO of an established entity : lack of direct subordinates, must operate more "hands-on". Core competencies will differ dependent on the current and future requirements of the start-up. THE INDIVIDUAL : PROFESSIONAL COMPETENCES Different skill requirements depending on the stage of development of the start-up : - Primary establishment, organization development, preparation for IPO. - Individual often occupies multiple roles: CEO+COO/CTO/CFO. - Emphasis on particular functional requirements : Technical, Business Development, Legal, Financial. Required knowledge of the start-up's product/service sectors.

7 THE INDIVIDUAL : PERSONAL QUALITIES Essential key attributes not functionnaly related which are common factors for a CEO of a start-up. "Start-up mentality" : - personality must fit with Founder(s) and Shareholder(s) and culture of the company. A marriage not a "one night stand". - ability to operate in a multi-task environment with limited support facilities, "hands-on", "get things done" mentality. Able to effect actions independently. Entrepreneurial spirit. - desire to run an operation, driven by success, goal and results oriented, innovative, a facilitator of change. THE INDIVIDUAL : PERSONAL QUALITIES - incentivised by "back-end" financial rewards with often a lower level of fixed remuneration. - adaptable, able to cope with change without stress or frustration, personally resourcesful. - a strategic leader, team builder, motivator. Gets people to work together and builds work relationships. - strong personal presentation and interpersonal skills. - effective communicator verbal and written.

8 THE INDIVIDUAL : PERSONAL QUALITIES - ability to transfer from a large and secure company environment to a small, insecure and uncertain environment. - ability to accept total accountability for the operation and to give total commitment to its success. - stable and supportive private life which can cope with an uncertain and insecure environment and where company demands will take precedence over family demands. SELECTION PROCESS In-depth understanding of the company and the required professional and personal characteristics of the individual is essential for matching the individual to the company. The use of targeted external search can be the most effective approach. Without a professional approach you may end up with a CEO who displays all the required characteristics but with the wrong emphasis :

9 The precision of an Italian, The generosity of a Dutchman, The humility of a Frenchman, The charm of a German, The diplomacy of an American, The ready-wit of a Scandinavian, The linguistic ability of an Englishman, The culture of an Australian, The gaiety of a Swiss, The road manners of a Belgian.