How startups can scale and “change the world”

It’s the Pirates of the Caribbean sequel that they never made. Jack Sparrow, the successful entrepreneur, has to walk the plank after failing to scale his vintage bandana manufacturing company.

The world of business never fails to stir the imagination. But this time there is some truth behind the fiction. 

Pirates, petty officers and privateers

“When it comes to startups and scaleups, there are three types of people that are analogous to the history of the high seas,” explains Ian Gray, co-author of The Scaling Value Playbook, winner of the SME Growth category of Management Publication of the Year 2024. He runs a consultancy, Gray Dot Catalyst, which is focused on strategy and innovation. 

“Pirates are rulebreakers. They pivot, change direction and look for quick wins and, as such, they are perfect startup entrepreneurs, but can be less suited for scaling. Petty officers are those that follow standard operating procedures and are often hired by the pirates as a company tries to grow, with disastrous results as they struggle to deal with the piratical environment. 

“If you want to grow, then you actually need privateers. They are pirates by nature, who historically were commissioned by the navy, so are able to work within certain regulations and levels of bureaucracy. So, Jack Sparrow lite if you like!”

Building a team to help an innovative startup scale is just one of the areas highlighted by Ian and fellow author John Bessant (emeritus professor at the University of Exeter) in their book. They provide a framework for developing and implementing a strategy for scaling innovations, together with tools and templates to enable the reader to create a fit-for-purpose strategy.

More mountain climb than Sunday stroll

Ian and John have worked together for many years trying to untangle these knots. It helps that they both share a passion for innovation and strategy.

Ian has worked with 200 businesses as part of his accelerator programme, while John has researched and consulted on innovation management for over 40 years with companies and bodies like the UN. 

“We know a lot about the front-end of innovative startups, nurturing an idea and launching a business,” John explains. “But that is only half the journey. If you want to have real impact, then you must scale. But it is challenging, as there is a lack of literature about it and it is a long-term process. It is more of a mountain climb than a Sunday afternoon stroll.”

One place you may want to avoid starting that journey is Silicon Valley. Ian says that its dominance in the business imagination has made the scaling challenge harder.