Getting to "yes" in a world of "no"…

Archive for November, 2010

MBA vs MDBA?

Looking down from the top deck of a 71 bus a few days ago, I noticed a procession of Kingston University students gaily meandering back to Penrhyn Road in their graduation finery after a ceremony at the Rose Theatre. Having not that long ago got my own MBA (with distinction, bless) from Kingston, this sight brought a load of old memories to the surface – and more than a few conflicting thoughts right in the present tense.

You see, here in the UK startup world, there is a surprising amount of hostility – both from startup owners and from angels – towards MBAs, who are perceived as stuffed shirt McKinseyite clones who are more at home putting abstract 2×2 models on a whiteboard than dealing with anything mundane (you know: products, services, employees, customers, etc). That is: smug, overpaid, corporate lapdogs who’d rather be kissing VC butt or researching strategy [whatever that is] than doing anything practical, worthwhile or valuable.

I hate to say it, but that gallon of vitriol does contain at least a fluid ounce of truth. The MBA world and VC world are indeed quite well aligned, and as far as I know MBA courses have no lessons in any of the things you’d need to know about the practical world of starting up and running a business:-

  • politics (mapping an industry’s connections, and working out how to make best use of them)
  • negotiating from a position of weakness (because when you’re running a startup, that’s where you’re at)
  • low-end financing (i.e. not via VCs, and don’t get me rapping on UK banks again)
  • “pivoting” (the VC term for changing direction rapidly and decisively when what you’re doing manifestly doesn’t work)
  • leading (MBAs are taught to be CTOs, not CEOs)
  • making decisions based on anything apart from NPV (for startups, cash is king, while people are absolutely key too)

When it comes down to it, I think the whole MBA mindset is rooted in the 1960s Harvard Business School take on scientific management, which saw production as an intellectual resource optimization (and profit maximization) exercise within a static (or at least ‘near-constant’) business environment. But the world has changed: we don’t need Masters of Static Business Administration now, we need Masters of Dynamic Business Administration A.K.A. ”Startup Kings” to rock the business boat.

But what kind of university would promote an MDBA course? As institutions, they are – almost by definition – pro-theoretic and anti-action, and over recent decades the kind of ‘progressivism’ at play there has amounted to little more than a progressive de-fanging. Why on earth would they build a course in what amounts to business revolution?

All the same, maybe some would: a friend of mine recently completed a degree in Activism (which seems similarly antithetical) at Leeds Uni, so perhaps there’s hope for an MDBA course after all…

Cameron’s “Blueprint for Technology” dissected…

At last, some (rather scraggy, but what can you do?) meat on the bare bones of David Cameron’s recent Go-Digital-East-London-ra-ra-ra speech arrives, in the form of a Blueprint for Technology PDF just posted on the BIS website. Of course, once you strip out the platitudinosity and the stating-the-bleedin’-obviosity (for want of a better word), all that remains of direct interest to startup finance is a few sentences on page 10:-

To encourage a more enabling environment for Business Angel investing,…

[i.e. "why aren't business angels investing? They've got EIS protection, what more do the buggers need to get their cheque books out?"]

…the Government will review the impact of the regulatory framework on intermediaries within this market.

[i.e. "might government have encouraged (and then FSA regulated) angel networks in a way that is somehow self-defeating? Ummm... probably. Please excuse us while we think this whole mess through a bit."]

The Government will also encourage its SME finance delivery body, Capital for Enterprise Limited, to work with Business Angel groups to set up a Business Angel Co-Investment Fund through a bid to the Regional Growth Fund.

[i.e. we proposes that the existing SME-facing government body Capital for Enterprise Ltd (which underwrites the allegedly-'successful' EFG scheme) should work in partnership with an as-yet-unspecified set of UK Business Angel groups to put in a bid to the newly-£1.4bn Regional Growth Fund, with the idea of setting up an angel power-up fund (hooray!). Just so you know, Round 1 of the Regional Growth Fund closes on 21st January 2011, so that is presumably the first staging post on their forward-looking roadmap for this idea.]

If successful, this will boost Angel investment in start-ups, particularly in areas that have depended heavily on the public sector for jobs.



Before you get too excited, the RGF was set up with a specific , European-sounding regenerative remit: to “help those areas and communities that are currently dependent on the public sector make the transition to sustainable private sector-led growth and prosperity.” And as far as bidders for its rounds go, “while all areas of England are eligible to bid for the RGF some parts of the country, particularly where there is currently high employment, low-levels of deprivation and a vibrant private sector, may struggle to demonstrate how they meet the second objective of the fund.

So, it is pretty clear that any angel power-up fund set up hand-in-hand with the RGF would surely necessarily be aimed primarily at economic regeneration of deprived areas that have lost their public industry base.

Now, I’ve met a lot of UK angels over the last year (but frankly, you’d have to have been pitching a money tree forestry scheme to get angel funding in the first half of 2010), and I have to say that, well, they don’t tend to live anywhere near deprived areas. Hence I’m quite sure that none of this would apply in any useful way to David Cameron’s proposed Silicon Blind Alley (from EC1 to the Olympic Village).

On the one hand, I applaud the government’s desire to raise the level of social inclusion so that other parts of the country get access to finance. But the stultifyingly simple reason that so many companies get started in London is that it costs a sizeable amount of time and personal wealth to develop an ambitious business to the point it can sensibly look for finance – and London just happens to be home to the highest concentration of people able to personally invest that kind of time and money. Wishing that this were not so is just so much political cant – it simply is.

The problem that UK plc is facing right now is not that the rest of the UK is underperforming, but that startups in its primary economic powerhouse – London – are not able to gain access to finance by any sensible means. The case of London-based video ad startup Brainient is a good example: as I understand it, they put together their most recent funding round from a mixture of US angels and a single UK fund.

I’d say that if there was ever a time in the overall economic cycle not to engage in positive discrimination against London startups, now is it. Yet this is what government policy amounts to, it would seem. In fact, I would say that if the government wants to kick-start a new economic cycle, it should do the diametric opposite and insist that the whole proposed £200m stays inside the M25. Be bold, think IP, think scalable, go big, go London, I say.  And, then, only once you’ve demonstrated you can usefully seed the most fertile soil and bring forth valuable fruit, should you even consider using startups as a way of playing regeneration catch-up with the rest of the country.

My guess is that the whole RDF thing is no more than a receptacle for European-backed deprived-area regeneration money that was already in existence, and this week’s announcement is all about the government hoping it can steer some of its RDF fund pot towards SMEs and thus be seen to be putting money towards startups. But frankly, I don’t for a minute believe all this will actually work in practice: what insane level of co-funding would be enough to bribe Home Counties angels to invest in job-heavy startups in deprived areas, when what they want to invest in is low burn-rate startups with offshore development that are based within 50 miles of their homes? I’ve heard it said (rather bitterly, but probably with a grain of truth) that as far as startup businesses go, there is only one Angel of the North and he doesn’t seem to have very deep pockets.

Sorry, but a square is a square, a circle is a circle, and you don’t have to be a maths professor to tell the two apart. If London is the UK’s powerhouse, find a way to help its startups make things happen, or watch helplessly as entrepreneurs jump ship to sunnier (typically Californian) climes.

“Angel power-up funds”…

You may have seen this already, but a TechCrunch Europe post got me all annoyed today:

The British Prime Minister is expected to announce today that the East of London, which in the last three years has seen a 700% growth in tech companies starting up there, is to become an officially sanctioned startup ‘hub’ for the UK.

Although he will make a speech saying that London will be transformed into a “world-leading technology city to rival Silicon Valley” – a worthy but rather over-optimistic claim – there is some meat here. The government appears to have secured several commitments from companies including Google, Facebook, Intel and McKinsey & Co to invest in the long-term future of the area.

Moreover…

There will be £200 million of equity finance for businesses with high growth potential and £200 million for new Technology and Innovation Centres – one of which could be in the Olympic Park.

£200m does sound like a nice figure (though as always with grandstanding speeches, this will probably turn out to be an aggregate figure for a 20-year investment programme). But by what new mechanism does the government believe it is going to be able to do this? Have all the regional development funds, NESTA, and the London Technology Fund managed to achieve anything to date? No. Why? Because they’re all built on the ten-years-outdated VC model, which means they don’t scale down to the far more modest needs of modern BLAM (“Bootstrapping / Lean / Agile / Minimum Viable Product) startups. If VCs don’t do seed any more, why does anyone think that these sons-of-VCs would be able to?

I think the proper answer lies in empowering angels - that is, setting up regional “angel power-up funds” that look more at the angel than at the investee business per se. As I see it, a sensible template for how this might work is:-

  • Only startups which have genuine scope for scale (i.e. no property, no franchises, no boutique business) qualify
  • Only startups which have the capacity to generate and own their own IP (i.e. only thought leaders, please) qualify
  • Angel & government go in 1:2  (say)
  • BBAA standard contract with fixed price legals through tendering firms
  • £200K investment cap
  • Angel does due diligence
  • Investment entirely via convertible notes
  • No downside protection for angel. The government money is powering-up your investment
  • Upside acceleration for angel (say, because a 10x exit for an angel makes 10x for the government, room for creative tax wins)
  • Angel and investee management must not be directly connected before the investment
  • Flag heavy penalties for fraudulent applications and fraudulent companies

Put this in place quickly, emphasize speed and diligence, limit total investment at this rate to £100m (then the next £100m tranche comes in at a 2:3 ratio, say), and I think you’ve got all the makings of a UK startup tsunami.

Only a politician would worry about building some showboating Olympic science park to house the London startup scene without actually first bothering to help start it up, eh?

“Executive Summary” or “Angel Flyer”?

Last Friday, I went to one of Paul Grant’s startup seminars at the British Library: this was an all-dayer, and featured no-punches-pulled insert sessions from an angel investor (Colin Coghlan) and a specialist startup lawyer (William Robins from Keystone Law). It was very good to get a rather more ‘political’ take (in terms of influence & negotiation) on the UK angel-entrepreneur interface (from Colin) and on term sheets (from William): in both cases, what I learned was the kind of thing you just don’t find in books or websites. Perhaps the most valuable knowledge ends up ‘tacit’ simply because it’s hard to find a way to write it down, eh?

Anyway, another highlight of the day (apart from exits, which I’ll blog about another time) was Paul Grant’s discussion of how to write effective executive summaries. But… having heard his reasoning and seen the example he gave (a cycle helmet company, which I found fascinating because I started up a children’s protective headware company a few years ago), I can’t help but think that there’s silently been a presentation step change behind the scenes. To be blunt, a startup shouldn’t really consider anything like the stuff Paul is talking about to be an “executive summary” for anything apart from scrawnily historical reasons, because….

  1. …it’s not aimed at any “executive” (i.e. a senior manager in a corporation)
  2. …it’s not a “summary” (i.e. a succinct, neutral-tone rendering of a tree-killingly-thick business plan)

Let’s be clear: whereas traditional MBA / VC-centric business plan writing is withering on the vine, the new funding mindset has it that competition and customers all change so rapidly that startups need to prefer agility over strategy to survive (and hopefully thrive). Given this, a properly contemporary startup may well not ever have (or need) a conventional business plan, preferring instead to start small & loop fast. But whatever company you’re trying to build and however you’re trying to do it, you still need something more than sheer telepathy to get your story across – even if business plans are dead, information still has to flow.

Hence, I think the kind of document Paul is talking about might more usefully be thought of as a one-page sales flyer targeted at angels, using page layout conventions to structure verifiable financial information. Yup, it’s an “angel flyer” (pun deliberate), and the right kind of application to use to construct your own one would be a desktop publishing programme, such as (the open source) Scribus. As Paul sees it, such a document needs to cover exits, the market pain/problem, opportunity, past company milestones, management profile, and basic financials.

As with all financial promotions, UK entrepreneurs have to comply closely with the terms of the FSMA (2000), which of course means disclaimers aplenty (don’t forget to read the FSMA 2005 amendments relating to High Net Worth Individuals too).

Having just migrated my startup’s traditional (double-spaced, neutral language, business-plan-centric) executive summary over to something close to Paul Grant’s suggested (DTP’ed, sales-tinged language, iteration-centric) angel flyer format, the advantages and disadvantages are pretty clear to me: what you gain in improved information density and presentation, you lose in focus.

Really, an angel flyer feels to me a bit like a YouTube video pitch and a PowerPoint presentation crunched down and welded together by a salesman: which is not to say it’s a bad thing per se, but rather that it’s trying to harvest the best body-parts of the business plan corpse, the pitch deck corpse and the live pitch corpse, and to then assemble them together (Victor Frankenstein-style!) into a hybridized living thing. “It Lives!”, yes: but I suspect it’s not yet a beautiful genre.

But perhaps we’re just at the start of a whole new business art form here: in years to come, maybe angel flyers will become not only studied and refined but also celebrated and collected. So, if your own angel flyer is still a little ragged round the edges, relax - good art always takes time to perfect, eh? :-)

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