A dream doesn't become reality through magic; it takes sweat, determination and hard work. And nothing can be more sensational than putting your soul into something to make that dream come true. For an entrepreneur, there is nothing more exciting to traverse a journey from being a start-up to becoming a leader in the class.
Journey of each entrepreneur is unique in its own ways. The spectrum of the experiences depends on the category of start-up. But learnings can happen from right from our surroundings, our culture, our history, and others who have made the same journey. A ready-reckoner, as it were, also helps the startup’s entrepreneur to decide which way to take while standing on the crossroads. Not always the success stories help, sometimes its the failure stories that teach you the best lessons and help in making the right decision.
The idea of starting a business is peripheral, the actual dry run begins when the things go functional. As in Indian mythology, the start-up business is sure to face umpteen (trials by fire) to prove the concept or the product. This is also be the time when the start-up needs to develop its own differentiated weapon that can prove to be a game changer.
Leveraging professional circles helps the startups to gain much benefit from the various group of acquaintances. Particularly in my suit, it was the alumni associations (of BITS, Pilani and IIM-Calcutta) who helped me to connect with the people who already sailed the same path earlier. Their availability and their suggestions served as enhancing boards for the validation of core business idea.
Unlike the sages spent many years in atonement, to master all the skills and knowledge of the universe, similarly, the start-up’s tapasya is the crucial time when the product platform is built and developed. The product/business proposition needs to be timely validated again and again. Numerous experiments, in the form of pilot projects with the product platform, will be necessary. Finding the people willing to be the sample for your tests is a task. But Willing, early customers can be co-opted for these test-runs so as to validate some of the core concepts.
Even if you have been an experienced corporate boss before venturing out on your own, it becomes necessary to cross check to the drawing board. The core team must have many specialists. And they must be inclined to donning multiple hats or get to be