| The mission start-up concept | Each phase of deployment presents its own specific challenges. The mission startup is crucial due to the fact that it determines the strength of the core business processes. |
| Initial operating capability | Advance Team (AT) deployment. The Mission start-up in the field begins with the team deployment stage. |
| Full operating capability | A mission should gradually shift its focus to mandate implementation while still moving towards Full office. One the mission is started, there is the need to ensure that it strives towards full operational capability. This implies working fast to full operational capability before refining other parts of the organization ( Dorsey, 2007) . |
| The mission start-up experience | The mission start-up experiences as described by staff and managers who have launched previous operations. The mission startup experience is important defining the course of the mission. The experience of the company stems from the startup experience. It is through the startup experience that the company knows the direction of the mission and the project in general ( Blumberg, 2013) . |
| Focus on end-state | During the mission start-up phase, a lot of functioning mission is directed towards the headquarters operations. To work fast towards the completion of the entire process of organization formation, there is the need to focus on the end-date. In that regard, involved teams will create time plans. |
| Leadership and management | Effective leadership and management skills are critical during start-up and has follow-up on leadership and management. Leadership is key towards the success of the mission in regards to leading stakeholders in the right direction. |
| Exhilaration and frustration | Exhilaration and frustration of unparalleled pioneering experience increases the process of management ( Saget, 2012) . |
| Maintaining morale | There is the need to motivate the morale of employees to kick start the journey of the organization effectively. For this reason, there should be proper strategies to motivate employees and other stakeholders in general. |
| Field-level coordination and cooperation | The company should consider improvising steps for field operations. The proper functioning of the organization is heavily dependent on the cooperation of all involved stakeholders. |
Startup Checklist for Nonprofit Organizations
A basic mission statement of the company? Yes/No
A basic statement of vision and values statement? Yes/No
Is there evidence that the organization is needed? Yes/No
Are there other groups that are doing the same or interested in the thing that company want to do? Yes/No
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Is the company ready to serve the same planned clientele group? Yes/No
Are there articles relating to how incorporation and by-laws? Yes/No
Do you have suggestions relating to help that the company wants to get started? Yes/No
Have you hired an attorney? Yes/No ( Barrow, 2012).
Do you a startup plan in place that can be used for at least the first 3 to 5 years? Yes/No
Do you have an accountant and a bookkeeper? Yes/No
Do you have a group of at least five people who are fully devoted to the values and purpose of this organization? Yes/No
Do you have financial projections that includes the specified timelines? Yes/No
Have you created the list of documents that will be used for filing purposes with the local authorities, state, and federal or any other government agencies? Yes/No
Have you created the name of the organization that will be used as a company name? Yes/No
Have you created a list that includes the potential board members? Yes/No
Have you developed a list of potential contributors? Yes/No
Do have a list of people willing to potentially make personal sacrifices for the company? Yes/No
References
Barrow, C. (2012). Business Start Up For Dummies Three e-book Bundle . Hoboken: Wiley.
Blumberg, M. (2013). Startup ceo: A field guide to scaling up your business, + website . Hoboken, N.J: Wiley.
Dorsey, J. (2007). Start your own import/export business: Your step-by-step guide to success . Irvine Calif.: Entrepreneur Press.
Saget, A. (2012). The event marketing handbook: Beyond logistics & planning . United States: [Publisher not identified].
