Part I: Exploring the Scaling Model
Chapter 1: Introduction
Chapter 2: Creating Growth Trajectories
Chapter 3: Raising Capital
Chapter 4: Sustaining Culture
Chapter 5: Redefining Job Functions
Chapter 6: Hiring, Promoting, and Letting People Go
Chapter 7: Holding People Accountable
Chapter 8: Coordinating ProcessesPart II: Implications for Leaders
Chapter 9: What's Next?
Appendix A: Notes
Peter S. Cohan is Lecturer of Strategy at Babson College. He teaches strategy and entrepreneurship to undergraduate and MBA students at Babson College. He is the founding principal of Peter S. Cohan & Associates, a management consulting and venture capital firm. He has completed over 150 growth strategy consulting projects for global technology companies and invested in seven startups-three of which were sold for over $2 billion. Peter has written 13 books and writes columns on entrepreneurship for Forbes, Inc, and The Worcester Telegram & Gazette. Prior to starting his firm, he worked as a case team leader for Harvard Business School professor Michael Porter's consulting firm and taught at MIT, Stanford, and the University of Hong Kong. Peter earned an MBA from Wharton, did graduate work in computer science at MIT, and holds a BS degree in Electrical Engineering from Swarthmore College.