⚡ Staying lean, agile and flexible in the first 2-3 years of a corporate venture is super important. This is how I do it:
𝗗𝗼𝗻’𝘁 𝗼𝘃𝗲𝗿𝘀𝘁𝗮𝗳𝗳 𝘄𝗶𝘁𝗵 𝗽𝗲𝗿𝗺𝗮𝗻𝗲𝗻𝘁 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀!
We as Reruption hire only generalist people who can cover one or more workstreams in a corporate venture and who think and act entrepreneurially.
That starts with our working students, but goes all the way up to more senior staff.
Besides that we have our expert network for when it’s about tasks in finance, technology, sales, marketing and so on.
𝗧𝗵𝗲 𝘀𝗮𝗺𝗲 𝗮𝗽𝗽𝗹𝗶𝗲𝘀 𝘁𝗼 𝘆𝗼𝘂 𝗮𝘀 𝗮𝗻 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗹𝗲𝗮𝗱𝗲𝗿 𝗶𝗻 𝗮 𝗰𝗼𝗿𝗽𝗼𝗿𝗮𝘁𝗲: don’t overstaff your unit with experts you then need to squeeze into venture projects, be it a good fit or not.
Instead do this: build high performing teams made up of freelancers, suppliers and some internal staff.
In the end the legal status of a person doesn’t matter to make her want to work for your venture: 𝘄𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝘆𝗼𝘂’𝗿𝗲 𝗰𝗿𝗲𝗮𝘁𝗶𝗻𝗴 𝗶𝗻𝘀𝗶𝗱𝗲. The topic that has to excite people. The amount of freedom you’re giving them in doing their work. The opportunity to learn something. The possibility to be part of something greater than themselves.
𝗧𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗰𝗿𝗲𝗮𝘁𝗲 𝘁𝗵𝗲 𝘀𝘁𝗶𝗰𝗸𝗶𝗻𝗲𝘀𝘀 𝘁𝗵𝗮𝘁 𝘆𝗼𝘂 𝗻𝗲𝗲𝗱 𝗳𝗼𝗿 𝗮 𝗵𝗶𝗴𝗵-𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗶𝗻𝗴 𝘁𝗲𝗮𝗺 𝘁𝗼 𝗯𝗲 𝗿𝗼𝗰𝗸𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝘃𝗲𝗻𝘁𝘂𝗿𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁, 𝗺𝗼𝘀𝘁 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘆𝗲𝗮𝗿𝘀.
Hope that helps you create a lean but high-performing organisation!