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Summary MSc UvA Business Administration - Rethinking Startup Scalability (6314M0508Y) [LECTURES & TUTORIALS] $5.33   Add to cart

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Summary MSc UvA Business Administration - Rethinking Startup Scalability (6314M0508Y) [LECTURES & TUTORIALS]

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Notes of all the lectures and tutorials of the course Rethinking Startup Scalability, (6314M0508Y). This is a business elective, eligible for all students studying the MSc Business Administration at University of Amsterdam (UvA).

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  • June 6, 2024
  • 28
  • 2023/2024
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uva msc business administration: digital marketing track | semester II - period V (2023-2024) [by gycc]


RETHINKING STARTUP SCALABILITY:
PEOPLE AND ORGANISATIONAL ISSUES
[6314M0508Y] - lecture & tutorial notes


INTRO TO STARTUP SCALABILITY AND SCALING ORGANISATIONS
24.04.02 | WEEK 1 | LECTURE
Objectives
● Understand what is scalability and how it impacts startup organisations and their employees
● Reflect on theories about organisational design, team composition, and company culture as
they relate to startup scalability
● Evaluate challenges to startup scalability and scale thinking in entrepreneurship in light of
theories on diversity, equity, inclusion (DEI)
● Apply theoretical knowledge to develop practical strategies that startups can use to foster
inclusive scalability

STARTUP SCALABILITY
⇒ ability/capability to…




⇒ “what is it”?




⇒ = the capacity to synchronise internal organising (employees) and (exponential) growth


1

, uva msc business administration: digital marketing track | semester II - period V (2023-2024) [by gycc]


Linear vs. exponential growth
● Linear relationships = constant returns to scale
● Sublinear relationships = decreasing returns to scale
● Superlinear relationships = increasing returns to scale
● Exponential growth = scaling (periods could be short / interrupted / long)




What is meant with “synchronise”?
(the equation between employees and customers (demand))

● Early-stage (exponential) growth in resources and customer base exceeds the expertise or
managerial capacity of the founding teams and thus leads to “growing pains” – unique
organisational challenges related to scaling
● To keep on growing (remember: this growth is time limited!), startups need to tackle these
challenges / synchronise their internal organisation
● E.g. by recruiting specialised human resources such as managers and sales personnel;
adapting organisational structure and realigning culture

Time to scale
⇒ the point of time when a new venture transitions from experimentation to scaling
⇒ common time is when startups start recruiting their first managers (expanding personnel)

● Bootstraps startup = those with in-house funding (minimal and slow growth)
● Venture capital startup = those gain capital through funding rounds (short exponential
growth)




⇒ most VC-backed startups recruit first manager/sales personal right AFTER receiving their first VC
funding and just BEFORE scaling




2

, uva msc business administration: digital marketing track | semester II - period V (2023-2024) [by gycc]


Scaling involves evolution and revolution




Complexity
● Scalability consist of complicated issues due to sudden change in organisation and structure
○ So much change that the different stages feel completely different
○ E.g. from a caterpillar to butterfly (origin can be traced)
● “Expanding from 3 to 4 people grows the team only 33%, yet complexity may increase
400%”
● Complexity keeps growing exponentially (relationships multiply)

Scaling impact on organisations and their people




(this course focuses on
all three broad areas and
what needs to changed
and what should remain)




3

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