Results of one of the largest and most indepth research projects on how Swedish tech companies succeed in growing globally

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4. STAGED INTERNATIONALISERS
STAGED & CURIOUS
INTERNATIONALISATION 3.0
WORLD IS ONE MARKET
BORN GLOBALS
EARLY AND QUICK
INVESTORS

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14. • Initial cross-functional team in first 24 months vital
• 66% had Entrepreneur’s who had has prior international success
• Visionaries V Entrepreneurs
• Entrepreneurs are the individuals who possess the capabilities to make visions happen

15. • Globalisation has reduced the size of the world and increased connectivity
• Development and nurturing of network seen as vital – talent, financing, partnership
• Investment community see this a crucial in scaling internationally

16. • National culture – both a helps and hinders internationalisation
• Organisational culture – key asset in overcoming national cultural differences
• An organisational culture with company values as a foundation is key

17. • Never been cheaper to both build and market a new product
• Low barriers to entry for all mean global competition is intense
• Speed in product/market validation has never been more important

18. • Hiring of non-Swedish employee within first 12 months
• Use of English as company language as early as possible
• Women sadly lacking from the ecosystem – when will tech industry reflects its
userbase

19. Process
Innovation
Process
Core Process
Offering
Product/Service
Service System
Customer Service
Delivery
Channel
Brand
Customer Experience
Finance
Business Model
Value Network

20. • You can and should see the world as your market from Day One
• Norway should not be your first foreign market
• Globalisation & technological change has changed both the theory and reality

21. • Competitive environment and Risk levels of owners will determine this
• US exit opportunity and reality should drive internationalisation
• A Nordic market leadership fallback position is an investor comfort

22. • Consensus decision making must change as the company scales
• Consensus which drove employee engagement in the early days leads to significant
employee dissatisfaction, confusion and a lack of focus
• Explicit decision making framework must be developed

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30. M ORE INFO
@JONOBEAN LINKEDIN PROFILE