Challenges Facing Leaders in Start-Up Organisations

Abstract

The objective of this study is to observe the challenges leaders are facing in setting up new organization. This is has been studied in context of emerging challenges faced by leaders in insurance industry. Insurance industry is selected because it is highly sensitive with the changes which offer both opportunities and threats for newly established company in the industry. The data for this research will be collected from both quantitative and qualitative analysis. Interviews would include members within sample organizations and the case study Company, as well as regulators, clients and competition. Data shall be sourced from reliable references such as IMF, global rating agencies, financial centres and others.

Table of Contents

Abstract1

CHAPTER 1: INTRODUCTION2

CHAPTER 2: LITERATURE REVIEW4

CHAPTER 3: METHODOLOGY10

3.1 Limitations of the Study11

Appendix14

Schedule14

CHAPTER 1: INTRODUCTION

While trying to visualise beyond the idea of setting up a new company, we may stop to ask a simple question - will it succeed?

A start-up emerges as an idea. It then matures into a plan towards execution. The challenges, however, are diverse. Success and failure are dependent upon the leaders' execution of choices taken.

Although the process of setting up a new company would be a major change project, however the challenges leaders face in dealing with specific strategic milestones, may require them to engage in change projects that may not have been planned or even assumed.

In this paper I shall cover the literature around change and leadership, and then discuss “start-ups” in the enterprise world with particular focus on the insurance industry. The paper shall explore the various elements of change in this industry, in particular new companies, including the role of leaders at different levels in the organization. How these may influence change and the overall success of the project. The aim is to identify the key strategic elements that if not changed would tend to diminish the possibilities of success.

The research shall consider both internal and external factors influencing the question at hand in relation to the case study. Due to the diverging spectrum of the research, I would use both quantitative and qualitative analysis. Interviews would include members within sample organizations and the case study company, as well as regulators, clients and competition. Data shall be sourced from reliable references such as IMF, global rating agencies, financial centres and others.

By depending on a variety of research methods, I intend to present the links between leadership and change that are vital for the survival of a start-up company operating in a highly competitive environment.

CHAPTER 2: LITERATURE REVIEW

“Change” is the synonym I use for the “inevitable” as scholars have agreed on certain facts - change is constant (Drucker, 1999), it is necessary for the survival of any organisation (Potts & La Marsh 2004), it is the imminent need required in today's organisations that face “no refreezing, no rest and no getting ready” (Blanchard 2010). Change is the one thing in an organisation that should continue to change, as the risks of changing the organisation are far lower than not ...