The 100 Tasks Venture
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Case Study
Quantum Leap for
IoT Ventures
Meet Atul
Quantum Leap for
IoT Ventures
Location: UK
What: Well-Funded IoT Launchpad
Portfolio: 14 Companies
Stage: Scale
Goals: Operational Excellence & Portfolio Effect
Highly variable levels of functional expertise
While one venture was great at sales but bad at product, it would be the opposite
situation with another venture. The cause was not only the functional leaders, but
Atul's that some ventures had simply grown so fast that they had built up “debt” in
certain functions.
Challenges No transparency of performance across
companies
Despite the ventures sharing one floor of office space, it felt as if the ventures are
in different countries. With the exception of chance encounters, people from
different ventures did not interact — let alone share best practices.
Ventures worked in silos
The launchpad did not have clear oversight over its ventures. It could see the
ventures’ KPIs separately, but it lacked the big picture on how they all stacked up
against one another.
No idea how to internationalize
The ventures lacked a framework on how to decide which countries (or cities) to
expand to next, and the subsequent steps to execute once decided.
100 Tasks Solution
Substage - Best Practices
Task 91: Designate Functional Experts Across Launchpad & Ventures
Task 92: Define Best Practices for Each Function
Task 93: Implement Best Practices
Task 94: Implement Ongoing Knowledge Sharing
Task 95: Benchmark Ventures Across Major KPIs
Tasks 91, 92, & 93
Substage - Best Practices
We designated a functional expert for each function of the value chain.
Michael became the designated functional expert for tech across all ventures, here's what he did:
1. Structured Tech 6 MECE (Mutually Exclusive and Collectively Exhaustive) topics: Organization, Hardware, Security, Scalability,
Availability, and Speed.
2. Defined 15-30 Best Practices per MECE topic and documented them into a newly organized shared drive: The Launchpad
Tech Repository.
3. Interviewed, surveyed, and analyzed current practices across all ventures and distilled findings into actionable
implementations across each defined practice that had to be implemented within a six month timeframe.
4. Established bi-weekly touchpoints across every function.
Tasks 94 & 95
Substage - Best Practices
1. Atul instituted both the online and offline infrastructure for ongoing knowledge
sharing in the form of:
a. Email list & Slack channel across every function
b. Strategic off-site summits: Functional Summits (e.g. all tech leads) and
Venture Summits (highest performing venture presenting).
2. Hired a data team that backtracked relative to our framework and implemented
substage 2.4 (Set up KPI Reports) and substage 3.2 (Learn from Data) across all
ventures.
3. Generated various, weekly cross-functional reports across all ventures that
allowed clear benchmarks per function, per venture.
Task 96
Substage - Best Practices
1. Market Prioritization Matrix filled out and a decision made on MPI (Market Potential
Index) - Result: Germany
2. Venture CEO (Deborah) worked with each functional expert for a clear 20 step
guide per function setup.
3. Defined what was to remain at HQ (UK) and what was to be transitioned into the
new local market (Germany).
Operational Excellence
All functions among all ventures were now operationally excellent — with rare
The and minor deviations
Results Continuous Learning
The ventures were constantly learning from one another, continuously improving.
If you just get better by 1% per week, you will be 67% better after only your first
year.
Transparency
Atul and the ventures had KPI transparency across all ventures. This further
supplemented the newfound culture of knowledge sharing.
Ready to Internationalize
Lastly, by having a first self-explanatory and comprehensive internationalization
blueprint, other ventures could quickly adapt it to themselves. They were thus
ready to internationalize — whenever they wanted to!
Atul's Insights
Quantum Leap for
IoT Ventures
Atul warns against bringing in expensive external experts
as an initial reflex.
Instead, use those experts only as a last resort. Chances are, if
you have well performing teams in your portfolio companies,
you have more than enough expertise in-house.
You just need a clear system on how to tap into it - and that's
what this sub-stage of the 100 Tasks is all about.
Download the PDF overview by signing up on 100tasks.com/preview
The 100 Tasks is a true necessity
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full of useful insights and the Slack
community helps people support
one another. I wish we had this
systematic approach when we
were building WeTransfer.
Nalden
Co-founder WeTransfer, Present Plus, & Adelee
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