My basic rule of survival has always been to start with people, trying to understand what they are like and what they like, rather than assuming what they should be like. And, I have known enough people who could not survive in one or the other, as they are quite different. Interestingly, I have lived in both the worlds, and truth be told, survived in both. And, often they fail - because all start-ups may not be really start-ups. And, even when their very existence may be proof of shades of grey, they continue to see the world in the black-and-white terms of how start-ups should be. We may see the world in black-and-white terms of employees and entrepreneurs, but there are those people, and more of them than ever, who are employees of start-ups. The other is quite rare - companies full of start-up people - though it is now a deliberate cultural objective, and even IBM would say that they want to hire 'failed entrepreneurs'.Īll this is relevant because of a strange third kind of people, who work for start-ups. So, it is not whether a company is a start-up or not, but whether the people that run the company are company-people or startup-people.Īnd, indeed, one could have a start-up full of people who succeeded at big companies, because that is what investors really want. This is because, however much we talk about company cultures and values, it is people who carry them. But then, it is hard to distinguish between Start-ups and Small companies.
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