[{"_1":2,"_42":-5,"_43":-5},"loaderData",{"_3":4,"_10":11,"_40":-5,"_41":-5},"root",{"_5":-5,"_6":-5,"_7":-5,"_8":9},"user","shoppingCartId","toast","locale","en","routes/_store+/_readers+/email_author.$slug/route",{"_12":13,"_39":-5},"book",{"_14":15,"_16":17,"_18":19,"_20":21,"_22":23,"_24":25},"id","Z2lkOi8vbGVhbnB1Yi9TdG9yZTo6Qm9va1Byb2R1Y3QvNjEzNzk","title","Startup: Social Values Success","state","published","contactAuthorMethod","email","aboutText","

Book Intended Readership: Founders and early planners in ‘social’ startups: defined as primarily for social good, rather than ‘economic wealth’ for the funders. [Coutts]. Probable social startup funders are governments, private individuals, idealist entrepreneurs, foundations, and philanthropies, rather than Venture Capitalists. Meaning, they are instances motivated by social good, and willing to invest in it. Even at possible high rates of failure.
Book Purpose: to teach and enlighten startup planners, in these specific well-tried planning methods, which enable them to develop and focus on achieving, a set of socially useful stakeholder values, while also ‘considering the economic factors sufficiently-well’, to succeed in delivering social values ‘efficiently’. In short: Taxpayer/Philanthropist ‘Values for Money’.
Survival and Wasted Effort. The ‘3-year survival rate state-of-the-art’ is about 83% [Coutts, 2024]. This is comparatively good, and we know these methods, here, are a pre-requisite for attaining that level of success. But, a ’20% failure rate’ is still an unacceptable waste, of resources, and of potential value delivery. So we hope to improve the survival rate, at 3 years, towards 99%. Meaning, we will try to avoid most any waste of resources, for any startup. At the extreme ‘not wasting resources’ is more important than one startup’s survival. We believe this is possible by disciplined application of efficient prioritized value delivery, and by pivoting violently from unsuccessful paths. This means turning potentially-failed startups into successful ones at earlier stages. It also implies teaching and cultivating sound, holistic, long term, planning, decision-making, culture, which will enable much longer-term ‘efficient’ and ‘value productive’ survival.
To make this clearer, we will kill off failure increments quickly, so that the startup organization can quickly pivot to successful application of its capital, labour, and knowledge - to a social purpose. Either another adjusted social purpose, or with another means, to achieve the initial social purpose. This is the real definition of a startup: seeking a successful value delivery existence in the longer term. Not a specific product or market, just to make money.
From another point of view, long term viability is a primary objective, and scaling is an interesting secondary objective, but not a necessity (as it is in conventional startup-thinking). Scaling can also effectively be achieved by small-scale replication, rather than by growth. Imagine 5 million mini-independent ‘Facebooks’, rather than one Mega?

","authors",[26],{"_14":27,"_28":29,"_5":30},"Z2lkOi8vbGVhbnB1Yi9TdG9yZTo6UHJvZHVjdEF1dGhvci82NDkzMA","name","Tom Gilb",{"_31":32},"avatar",{"_33":34,"_35":36,"_37":38},"url","https://d308did4coypzi.cloudfront.net/avatars/633306/medium/HI_RES_BOOK_COVER_IMAGE_TOM_GILB_BVOF-NL_Tom_Gilb_2.jpg?1452036194","styleName","medium","exists",true,"currentUser","routes/_store+/_layout","routes/_store+/_readers+/_layout","actionData","errors"]

Email the author