2026-09-21T17:18:03Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/708302026-06-06T01:06:03Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Michael Cusumano
Kotelly, Christopher Blade (Christopher Alexis Blade)
System Design and Management Program.
System Design and Management Program.
Massachusetts Institute of Technology. Engineering Systems Division
2012-05-15T21:15:54Z
2012-05-15T21:15:54Z
2011
2011
http://hdl.handle.net/1721.1/70830
793202189
Thesis (S.M. in Engineering and Management)--Massachusetts Institute of Technology, Engineering Systems Division, System Design and Management Program, 2011.
Cataloged from PDF version of thesis.
Includes bibliographical references.
High tech startups can be exciting places to work. Unlike many large corporate environments, startups offer new challenges almost every day, innovation is a sine qua non, and the rewards can be colossal both from financial and intellectual perspectives. People in startups can make their own rules, and change them at will. It's not uncommon for startups to change significantly as each new hire is added, since the impact of a single person in a small organization is significant. However, if a startup doesn't pay attention to the elements that do make many large corporations successful, they risk falling into traps that can result in failure. This paper shows the problems facing a particular startup that had grown quickly because of the brilliance of the ideas behind their technology and the founder, and offers suggested remedies.
by Christopher Blade Kotelly.
S.M. in System Design and Management
49 p.
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by
copyright. They may be viewed from this source for any purpose, but
reproduction or distribution in any format is prohibited without written
permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Engineering Systems Division.
System Design and Management Program.
When startups start down : how leadership, vision, strategy and design can enable a startup to breakdown the barriers killing the company
When startups start down : using leadership, vision, and strategy to transform the architecture killing a company
How leadership, vision, strategy and design can enable a startup to breakdown the barriers killing the company
Using leadership, vision, and strategy to transform the architecture killing a company
Thesis
application/pdf
false
Publication
unknown
unknown
<Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="d613ce45-186f-4c8c-b15c-ace5ea80c5d3">
<Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type>
<Language>eng</Language>
<Title>When startups start down : how leadership, vision, strategy and design can enable a startup to breakdown the barriers killing the company</Title>
<Subtitle>When startups start down : using leadership, vision, and strategy to transform the architecture killing a company</Subtitle>
<Subtitle>How leadership, vision, strategy and design can enable a startup to breakdown the barriers killing the company</Subtitle>
<Subtitle>Using leadership, vision, and strategy to transform the architecture killing a company</Subtitle>
<PublishedIn>
<Publication>
</Publication>
</PublishedIn>
<PublicationDate>2011</PublicationDate>
<Authors>
<Author>
<DisplayName>Kotelly, Christopher Blade (Christopher Alexis Blade)</DisplayName>
<Affiliation>
<OrgUnit>
</OrgUnit>
</Affiliation>
</Author>
</Authors>
<Editors>
</Editors>
<Publishers>
<Publisher>
<DisplayName>Massachusetts Institute of Technology</DisplayName>
<OrgUnit />
</Publisher>
</Publishers>
<License>http://dspace.mit.edu/handle/1721.1/7582</License>
<Keyword>Engineering Systems Division.</Keyword>
<Keyword>System Design and Management Program.</Keyword>
<Abstract>High tech startups can be exciting places to work. Unlike many large corporate environments, startups offer new challenges almost every day, innovation is a sine qua non, and the rewards can be colossal both from financial and intellectual perspectives. People in startups can make their own rules, and change them at will. It's not uncommon for startups to change significantly as each new hire is added, since the impact of a single person in a small organization is significant. However, if a startup doesn't pay attention to the elements that do make many large corporations successful, they risk falling into traps that can result in failure. This paper shows the problems facing a particular startup that had grown quickly because of the brilliance of the ideas behind their technology and the founder, and offers suggested remedies.</Abstract>
<Access xmlns="http://purl.org/coar/access_right"
>
</Access>
</Publication>