A propsoed model for enterprise capacity building and development stages
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Transcript of A propsoed model for enterprise capacity building and development stages
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A Model for
Enterprise Capacity
Building and
Development Stages
Tarek Salah Kamel Capability Development Unit Manager
v3.0 , 19th of September 2012
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Agenda
Model Introduction
Model Objectives
Model Outline
Model Details
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Model Introduction
The proposed Model for Enterprise Capacity Building and Development Stages aims to set reference capacity building packages and support programs to business enterprises that are tightly coupled to their maturity level. This should maximize the value proposition of ITIDA capacity building programs to a beneficiary enterprise and validate the eligibility to enroll, yielding an optimum ROI for such support programs.
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Model Objectives
The Model aims to: Identify reference maturity levels for business enterprises.
Clearly describe the important characteristics of each level, detailing what capacity building areas are needed to effectively advance the enterprise into a higher level.
Assign ITIDA programs for capacity building according to these maturity levels, so that business enterprises should be eligible for a certain program if only they are at the correct maturity level.
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Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Listing the challenges facing the business enterprise specific to each maturity level Challenges
What the enterprise management should critically think about to guarantee business health? Critical Questions
At each maturity level the management should have a specific focus to sustain growth Should Focus on
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Assessment Areas
The capacity building areas needed at which maturity level Capacity Building
Needs
Allocation of Capacity building support programs according to the Maturity level Capacity Building Programs
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Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically ask about to guarantee business health?
At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level
The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
Model Details
Characteristics
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Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically ask about to guarantee business health?
At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level
The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
A Business plan exists with an appropriate business model
Secured Financing for the startup phase
A ready product for market with differentiated value over competitors.
Securing the 1st customer(s)
No profit yet
Demonstrated as a workable business entity
A defined strategy to follow.
Connected to the business plan.
Crossing the chasm phase (from early adaptors to early majority)
Revenue starts to increase but no break even yet
Revenues/customers are increasing with new opportunities
A more structured strategy
Organizational structure roles and responsibilities get clearly defined
A more matured business plan
Basic Systems of management, HR, finance, IP, quality and control deployed
Products versions and services types exist.
Moving into new markets with new product/service development
New horizons of growth capitalizing on the existing capabilities
Formalizing the company culture
Rationalizing the strategy development process with detailed operations policy and processes
A more matured organizational structure
Research collaboration, technology transfer, commercialization.
Employee performance evaluation
A well-managed structured framework for strategy development
The organizational structure is well-matured to support formal innovation management best practices
Marketing and sales departments are linked to engineering and customer relations departments to support development of new product/services that really meet customer expectations
Quality and control policy is critically followed
Formal R&D Employee talent
development framework
Model Details
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What the enterprise management should critically ask about to guarantee business health?
At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level
The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
Challenge of market acceptance.
Challenge of pursuing niche opportunities.
Challenge of not to burn through what little cash exists.
Challenge of not having enough cash to stay in business
Challenge of failing at competition
Challenge of focus on the business the company is in and not being distracted by other business opportunities.
Challenge of a more severe competition
Challenge of finding enough talents to sustain growth
Challenge of Changes to the business model to pursue tempting opportunities
Challenge of Client satisfaction
Challenge to succeed in innovation for the new horizons of growth
Challenge to Control expenses
Challenge to form strategic alliances
Challenge of nurturing client loyalty and engagement in product/process improvements
Challenge of Developing and retaining internal high talents.
Knowledge and innovation management challenges
Challenge of Disruptive technology from competitors and startups
Challenge of not being agile in response to critical business problems
Challenge to protect the brand
Challenge to protect the intellectual properties
Listing the challenges facing the business enterprise specific to each maturity level
Model Details
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At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level
The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
Can we get enough customers, deliver our products, and provide services well enough to become a viable business?
Can we expand from that one/few key customer(s) or pilot project to a much broader sales-based business?
Do we have enough financing resources to cover the considerable cash demands of this start-up phase?
Has the company team skills and competencies proved high enough to meet the challenge of running a viable business enterprise?
Has our business model proved successful or we need to improve it?
What VCs or Angel investors we could approach?
Can we generate enough cash to stay in business and finance growth?
Are we in a better knowledge of our customers to effectively satisfy their needs and meet their expectations?
Is our business model still valid or we need to improve it?
How shall we respond to the faced competition?
Is our marketing strategy really competitive?
What financing resources should we target?
Should we revisit our strategy and business model based on our new knowledge of the market and competition?
Should we expand and get new resources or stay stable and profitable?
What is the most effective organizational structure to capitalize on?
What key professional talents we need to bring in?
What are the appropriate systems we need to deploy for effective management?
What are the new horizons of growth in terms of market segments or industry sectors that are related to our existing capabilities?
How can we innovate new products and services to serve new horizons of growth?
How to adapt and improve our organizational structure to serve best our expansion strategy?
Who are the strategic partners that we should make alliance with to succeed in an even tougher competition?
Should we go public?
How technological trends, market alterations, and tough competition could affect our business health and sustainability? (A forecasting response strategy is needed)
How to enrich company citizenship and loyalty?
What best innovation management practices should we deploy?
How to cultivate Entrepreneurship?
How can we play an effective role to be pioneers in the industry ecosystem development? (Collaboration, consortium initiatives, CSR)
Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically think about to guarantee business health?
Model Details
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Assessment dimensions specific to each maturity level
The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
Start-ups require establishing a customer base and market presence along with tracking and conserving cash flow.
In the Survival phase focus is on securing enough cash for growth and knowing customers better to adapt and improve the value proposition of the company to satisfy their needs and meet their expectations.
Growth life cycle businesses are focused on running the business in a more formal fashion to deal with increased sales and customers. Better accounting and management systems will have to be set-up. New talented employees will have to be hired to deal with the influx of business
Focus is on adding new products or services to existing markets or expanding existing business into new markets and customer segments with possible new product and technology development.
Focus is on market and technology leadership competition. Deploying formal best practices for management and customer interaction. Mature internal processes for quality, control and innovation management.
Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically think about to guarantee business health?
Model Details
At each maturity level the management should have a specific focus to sustain growth
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The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically think about to guarantee business health?
Model Details
At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model)
![Page 12: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/12.jpg)
Allocation of Capacity building support programs according to the Maturity level
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
Capacity Building Programs
Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically think about to guarantee business health?
Model Details
At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model)
The capacity building areas needed at which maturity level
Basic Business Administration knowledge (Entrepreneurship, Innovation, Business Model Development, Strategy setting, Marketing, Sales, Finance, .. etc.)
Basic Soft Skills (Team working, presentation and communication skills, negotiation, Business writing, .. etc)
Technical training in related areas.
+ Executing Strategy and
Alignment Financial Management
of Small Firms Competitive Marketing Basic Operations
Management Data Analysis and
Decision Making
+ Strategic Management Organizational
Behavior and Structure HR Management Quality and Control Operations
Management Financial Planning,
Reporting and Control Technology
Management Supply-Chain
management Marketing and Sales
Management
+ Economics for
Business Decision Making (Micro-Macroeconomics/
Business and Public Policy
Innovation Management
Globalization and Emerging Markets
Talent and Skill Development
Advanced HR Systems Corporate Financial
Management Leadership
Communications IP Management
+ Corporate Strategy and
Technology Policy Advanced Innovation
Management Entrapreneurship Competing Globally Total Quality
Management Talent and Knowledge
Management Technology Foresight
and Forecasting Corporate Social
Responsibility Technology licensing
and Commercialization Corporate Leadership
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Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
Listing the characteristics describing each maturity level and unique to it Characteristics
Challenges
Critical Questions
Should Focus on
Assessment Areas
Capacity Building Needs
ITIDA Capacity Building Programs
Listing the challenges facing the business enterprise specific to each maturity level
What the enterprise management should critically think about to guarantee business health?
Model Details
At each maturity level the management should have a specific focus to sustain growth
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model)
The capacity building areas needed at which maturity level
Allocation of Capacity building support programs according to the Maturity level
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Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Supporting Graphs
Model Details
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Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Supporting Graphs
Model Details
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Relaxed Model Description Figures
SUPPLEMENT
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Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
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Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
![Page 19: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/19.jpg)
Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Size
Micro Enterprises
Small Enterprises
Medium Enterprises
Large Enterprises
![Page 20: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/20.jpg)
Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics
Listing the characteristics describing each maturity level and unique to it
Challenges Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
![Page 21: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/21.jpg)
Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Listing the characteristics describing each maturity level and unique to it Characteristics
Startup A Business plan exists with an appropriate business model Secured Financing for the startup phase A ready product for market with differentiated value over competitors. Securing the 1st customer(s) No profit yet
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Model Details
Listing the characteristics describing each maturity level and unique to it Characteristics
Survival Demonstrated as a workable business entity A defined strategy to follow. Connected to the business plan. Crossing the chasm phase (from early adaptors to early majority) Revenue starts to increase but no break even yet
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Listing the characteristics describing each maturity level and unique to it Characteristics
Success Revenues/Customers are increasing with new opportunities A more structured strategy Organizational structure roles and responsibilities get clearly defined A more matured business plan Basic Systems of management, HR, finance, IP, quality and control
deployed Products versions and services types exist.
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Listing the characteristics describing each maturity level and unique to it Characteristics
Take-Off Moving into new markets with new product/service development New horizons of growth capitalizing on the existing capabilities Formalizing the company culture Rationalizing the strategy development process with detailed
operations policy and processes A more matured organizational structure Research collaboration, technology transfer, commercialization. Employee performance evaluation
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Listing the characteristics describing each maturity level and unique to it Characteristics
Maturity A well-managed structured framework for strategy development The organizational structure is well-matured to support formal
innovation management best practices Marketing and sales departments are linked to engineering and
customer relations departments to support development of new product/services that really meet customer expectations
Quality and control policy is critically followed Formal R&D Employee talent development framework
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 26: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/26.jpg)
Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges
Listing the challenges facing the business enterprise specific to each maturity level
Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
![Page 27: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/27.jpg)
Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Startup Challenge of market acceptance. Challenge of pursuing niche opportunities. Challenge of not to burn through what little cash exists.
Listing the challenges facing the business enterprise specific to each maturity level Challenges
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Model Details
Listing the challenges facing the business enterprise specific to each maturity level Challenges
Survival Challenge of not having enough cash to stay in business Challenge of failing at competition Challenge of focus on the business the company is in and not being
distracted by other business opportunities.
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 29: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/29.jpg)
Model Details
Listing the challenges facing the business enterprise specific to each maturity level Challenges
Success Challenge of a more severe competition Challenge of finding enough talents to sustain growth Challenge of changes to the business model to pursue tempting
opportunities Challenge of client satisfaction
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Listing the challenges facing the business enterprise specific to each maturity level Challenges
Take-Off Challenge to succeed in innovation for the new horizons of growth Challenge to control expenses Challenge to form strategic alliances Challenge of nurturing client loyalty and engagement in
product/process improvements Challenge of developing and retaining internal high talents.
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Listing the challenges facing the business enterprise specific to each maturity level Challenges
Maturity Knowledge and innovation management challenges Challenge of Disruptive technology from competitors and startups Challenge of not being agile in response to critical business problems Challenge to protect the brand Challenge to protect the intellectual properties
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 32: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/32.jpg)
Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions
What the enterprise management should critically think about to guarantee business health?
Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
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Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Startup Can we get enough customers, deliver our products, and provide
services well enough to become a viable business? Can we expand from that one/few key customer(s) or pilot project to a
much broader sales-based business? Do we have enough financing resources to cover the considerable
cash demands of this start-up phase? Has the company team skills and competencies proved high enough
to meet the challenge of running a viable business enterprise? Has our business model proved successful or we need to improve it? What VCs or Angel investors we could approach?
What the enterprise management should critically think about to guarantee business health? Critical Questions
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Model Details
What the enterprise management should critically think about to guarantee business health? Critical Questions
Survival Can we generate enough cash to stay in business and finance
growth? Are we in a better knowledge of our customers to effectively satisfy
their needs and meet their expectations? Is our business model still valid or we need to improve it? How shall we respond to the faced competition? Is our marketing strategy really competitive? What financing resources should we target?
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
What the enterprise management should critically think about to guarantee business health? Critical Questions
Success Should we revisit our strategy and business model based on our new
knowledge of the market and competition? Should we expand and get new resources or stay stable and
profitable? What is the most effective organizational structure to capitalize on? What key professional talents we need to bring in? What are the appropriate systems we need to deploy for effective
management?
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
What the enterprise management should critically think about to guarantee business health? Critical Questions
Take-Off What are the new horizons of growth in terms of market segments or
industry sectors that are related to our existing capabilities? How can we innovate new products and services to serve new
horizons of growth? How to adapt and improve our organizational structure to serve best
our expansion strategy? Who are the strategic partners that we should make alliance with to
succeed in an even tougher competition? Should we go public?
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
What the enterprise management should critically think about to guarantee business health? Critical Questions
Maturity How technological trends, market alterations, and tough competition
could affect our business health and sustainability? (A forecasting response strategy is needed)
How to enrich company citizenship and loyalty? What best innovation management practices should we deploy? How to cultivate Entrepreneurship? How can we play an effective role to be pioneers in the industry
ecosystem development? (Collaboration, consortium initiatives, CSR)
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions Should Focus on
At each maturity level the management should have a specific focus to sustain growth
Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
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Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Startup Start-ups require establishing a customer base and market
presence along with tracking and conserving cash flow.
At each maturity level the management should have a specific focus to sustain growth Should Focus on
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Model Details
At each maturity level the management should have a specific focus to sustain growth Should Focus on
Survival In the Survival phase focus is on securing enough cash for
growth and knowing customers better to adapt and improve the value proposition of the company to satisfy their needs and meet their expectations.
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
At each maturity level the management should have a specific focus to sustain growth Should Focus on
Success Growth life cycle businesses are focused on running the
business in a more formal fashion to deal with increased sales and customers. Better accounting and management systems will have to be set-up. New talented employees will have to be hired to deal with the influx of business
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
At each maturity level the management should have a specific focus to sustain growth Should Focus on
Take-Off Focus is on adding new products or services to existing
markets or expanding existing business into new markets and customer segments with possible new product and technology development.
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
At each maturity level the management should have a specific focus to sustain growth Should Focus on
Maturity Focus is on market and technology leadership competition.
Deploying formal best practices for management and customer interaction. Mature internal processes for quality, control and innovation management.
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 44: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/44.jpg)
Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions Should Focus on Assessment Areas
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model)
Capacity Building Needs ITIDA Capacity Building Programs
![Page 45: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/45.jpg)
Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Startup Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Assessment
Areas
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Model Details
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Assessment Areas
Survival
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 47: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/47.jpg)
Model Details
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Assessment Areas
Success
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Assessment Areas
Take-Off
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
Assessment dimensions specific to each maturity level (Capitalizing on ATOS Soft Model) Assessment Areas
Maturity
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 50: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/50.jpg)
Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions Should Focus on Assessment Areas Capacity Building Needs
The capacity building areas needed at which maturity level
ITIDA Capacity Building Programs
![Page 51: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/51.jpg)
Model Details
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Startup Basic Business Administration knowledge (Entrepreneurship,
Innovation, Business Model Development, Strategy setting, Marketing, Sales, Finance, .. etc.)
Basic Soft Skills (Team working, presentation and communication skills, negotiation, Business writing, .. etc)
Technical training in related areas.
What the enterprise management should critically think about to guarantee business health? Capacity Building Needs
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Model Details
What the enterprise management should critically think about to guarantee business health? Capacity Building Needs
Survival + Executing Strategy and Alignment Financial Management of Small Firms Competitive Marketing Basic Operations Management Data Analysis and Decision Making
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
What the enterprise management should critically think about to guarantee business health? Capacity Building Needs
Success + Strategic Management Organizational Behavior and Structure HR Management Quality and Control Operations Management Financial Planning, Reporting and Control Technology Management Supply-Chain management Marketing and Sales Management
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
What the enterprise management should critically think about to guarantee business health? Capacity Building Needs
Take-Off + Economics for Business Decision Making (Micro-Macroeconomics/ Business and Public Policy Innovation Management Globalization and Emerging Markets Talent and Skill Development Advanced HR Systems Corporate Financial Management Leadership Communications IP Management
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
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Model Details
What the enterprise management should critically think about to guarantee business health? Capacity Building Needs
Maturity + Corporate Strategy and Technology Policy Advanced Innovation Management Entrapreneurship Competing Globally Total Quality Management Talent and Knowledge Management Technology Foresight and Forecasting Corporate Social Responsibility Technology licensing and Commercialization Corporate Leadership
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
![Page 56: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/56.jpg)
Model Outline Maturity Levels for Business Enterprises
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
The Model provides an overview description for each stage for: Company Normal Size Characteristics Challenges Critical Questions Should Focus on Assessment Areas Capacity Building Needs ITIDA Capacity Building Programs
Allocation of Capacity building support programs according to the Maturity level
![Page 57: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/57.jpg)
Model Details
Allocation of Capacity building support programs according to the Maturity level ITIDA Capacity Building
Programs
Startup (Existence & Business
Viability)
Survival (Early-Stage
Growth & Strategic Focus)
Success (Accelerating
Growth & Systems Building)
Take-Off (Sustaining Growth &
Expansion)
Maturity (Corporate
Management)
Grow-IT for Micro and Small Enterprises
Grow-IT for Medium & Large Enterprises
Advanced Management Program (RAMP)
Skills Development Program
In-House Training Incentives
Business Linkages Programs
Access to Finance
ITIDA/EGX Partnership Program (Nilex)
![Page 58: A propsoed model for enterprise capacity building and development stages](https://reader037.fdocuments.us/reader037/viewer/2022103114/554f13dbb4c905aa348b4961/html5/thumbnails/58.jpg)
Thank You
Industry Capacity Building Department
Information Technology Industry Development Agency (ITIDA)