In two words: Not likely. I could end the post there but this is a blog, not Twitter.
Now there two reasons for this post right now:
My employment on a government entrepreneurship programme finished on August 31, so only now can I blog about my experience: My contract of employment effectively disabled me from blogging about it in depth and honestly. I could have taken the risk of “mouthing off” but that would have helped neither me, my colleagues or more importantly clients. So I copped out of saying what I think online although I did take the risk of using Twitter where the only civil servant types you will find engaging on there are similar mavericks and forward thinkers.
- Steve Blank, an extremely influential entrepreneurial thinker and teacher, made this post on September 1st: Why Governments Don’t Get Startups.
- Government programmes are policy driven and furthermore policies change every five years, or more often
- Few civil servants, or people in quangos running government programmes, have ever run a business, let alone a scalable startup
- Governments think locally, regionally and nationally. A scalable startup has too think globally and at some stage connect sell globally.
- Governments make little effort to speak with businesses about their real challenges: Sure, politicians visit businesses in their local area but that’s almost invariably a PR exercise for both parties. So there is a disconnect between policy makers and those who deliver the interpreted policies and interact directly with businesses
- Government bodies and programmes tend to attract individuals and organisations that fit several of the following characteristics:
- They are risk averse
- They are very keen on procedures
- They have political aspirations
- They like talking more than doing
- They are experts in doing funding bids and spending money on overheads
- As a business development manager in a University (mentoring, pre-seed funding programmes, commercialisation, spin-outs). A large part of this role was working with ten other universities
- As a Portfolio Manager in a scalable startup programme funded by a UK regional development agency
- As a Portfolio Director in a business innovation and growth programme funded by the same UK regional development agency (for the South East of England)
So in total I’ve spent 22 years in business (small and large) and 4 years in the public sector or a private contractor that was publicly funded. Also as of 1st September 2011, I’m focussed on my new startup, StackBlaze whilst continuing to help a few other select startups.
So what about Steve Blank’s post? He concludes that:
Unless the people who actually make policy understand the difference between the types of startups and the ecosystem necessary to support their growth, the chance that any government policies will have a substantive effect on innovation, jobs or the gross domestic product is low.
However my experience is that the people making policy did understand something of the difference between different types of businesses and even startups. The primary problem is actually in the execution of their programmes. Indeed it seems to me there has been to much government money spent on analysis and policy making, which is all well and good for consultants, but little use to the rest of us.
But I do agree that there is a lack of understanding of how to develop an ecosystem. I’m talking here about the UK, of course. Don’t get me started on Europe! It’s no joke that the vast millions spent on cross-country innovation networking got coined as “Euro-jollies”.
Steve talks about the (only) success of the Israeli incubator programme and there is an emerging trend for incubators here and elsewhere. A UK government funded incubator may well come about. But I shudder to think about how much hands will be tied for the managers of that through inappropriate reporting requirements, audits, changes in policy and any other top down suffocation.
- Each of these six very different startups requires very different ecosystems, unique educational tools, economic incentives (tax breaks, paperwork/regulation reduction, incentives), incubators and risk capital.
- Regions building a cluster around scalable startups fail to understand that a government agency simply giving money to entrepreneurs who want it is an exercise in failure. It is not a “jobs program” for the local populace. Any attempt to make it so dooms it to failure.
- A scalable startup ecosystem is the ultimate capitalist exercise. It is not an exercise in “fairness” or patronage. While it’s a meritocracy, it takes equal parts of risk, greed, vision and obscene financial returns. And those can only thrive in a regional or national culture that supports an equal mix of all those.
- Building a scalable startup innovation cluster requires an ecosystem of private not government-run incubators and venture capital firms, outward-facing universities, and a rigorous startup selection process.
- Any government that starts publicly financing entrepreneurship better have a plan to get out of it by building a private VC industry. If they’re still publicly funding startups after five to ten years they’ve failed.
Im my view the regional programmes, that I have worked with recently, had taken on the lessons of 1, 2, 3 above but not 4 and 5. Will the UK learn these two lessons next time? I doubt it. In fact the signs are that lessons 1, 2 and 3 will end up having to be relearned. This might be funny, if it were not so serious.
When a start-up executes badly it goes to the deadpool. Those startups that execute well flourish. When the government executes badly we get another one in five years. When the civil service, and many others dependent upon them execute badly, too many just hang around for the next programme to work on or a nice pension plan. I am sorry of you feel this is rather insensitive at this time of cutbacks and please don’t think that the majority of these folks don’t have good intentions.
Plus don’t get me wrong, I loved my recent jobs: When I was working with the entrepreneurs, that is. It’s been a honour, a privilege and great experience working with so many fantastic entrepreneurs. But you can see why I’m happy to be back, properly, in start-up land!
Mentors can provide a lot of help but some can do a lot of damage. Just as there is a lot of damage that can be done if you get involved with the wrong investors.
Now it’s relatively easy to tell an angel by just asking questions about what investments they have made. But how do you verify a mentor? After all we can all claim to be mentors. Far fewer can claim and prove to be angel investors. An angel investment is not one unless it involves a concrete monetary transaction.
Anyway what defines a mentor-mentee transaction?
- A conversation in a corridor?
- An in-depth frank conversation between you and a critical friend?
- A constructive exchange between a junior executive and experienced senior colleague?
It’s not so clear is it? Mentoring is a fuzzy topic.
So how do you tell if somebody is going to be a good business mentor for you?
Here are some things you can do:
- Ask who they have mentored before? When was that? For how long did the relationship last?
- Ask for references and even better ask to speak with previous mentees
- You might also ask other mentors what they think your prospective mentor.
Now you can do that yourself but I am glad to say that a new organisation has recently been set-up that does that for you. The Association of Business Mentors does that for members before they join. Quite astonishingly no such organisation like this existed, in the UK, until now. So I am delighted that is no longer the case and I am flattered to have been asked to be an inaugural member.
More importantly the aim of this not-for-profit Association is to link you with credible, successful mentors so that business owners can feel confident when seeking a business mentor. All members of the association have been carefully screened, ensuring that you will receive a professional service and that your chosen mentor has a proven record of successful mentoring. All members are required to sign up to a code of ethics, are encouraged to undertake regular training and share best practice. The entire emphasis for members is on their client’s success.
This is a great service to our business community but it should not stop you from doing your own due diligence too. Nowadays it’s easy using LinkedIn and other online profiles. Remember too that gaps and non-disclosure on a LinkedIn profile can be as bad a sign as they are on a CV.
If the mentor is not on LinkedIn, or their profile is thin, then you have to question how much they can help you anyway. Embracing social media is nowadays, or soon wil be, vital for every business. Do you really want a mentor who does not get it?
Good mentors won’t feel you are bothering them if you ask them questions. Indeed they will be impressed with your professionalism.
So ask yourself questions like:
- Does he listen? Or does he/she interrupt or talk over you? How much of the time does he/she spend talking and how much do you?
- At what stage do they start asking about money?
- Ask yourself if this person feels more like a consultant than a mentor.
- Do you really think this person cares about you?
- Do you trust this person?
Last but not least: Trust your gut instincts.
Do you have experiences of mentors you are willing to share here, for the benefit of other readers?