Failure of startups is a natural process of elimination. The root causes start with often brilliant people willing to create and present a brilliant idea. Those who do so without a well mapped business plan will fail quickly without an Operations Angel and patient funding that understand your market. I have evaluated many companies with amazing technology that would have changed the world... or so they assumed. Only to find a direct competitor sitting right next to them with a solid business plan and adventurous funding source that installs operational and fiscal accountability at origin. These terminal failures are easily detected in review of the original concept of product or service and any evidence of execution strategy.

Failures are not actually failures it's a learning for any organisation and individuals not to repeat the history. Every organisation which has top brands today learnt from failures. Whether it is Gillette or Nestle or any other startup. Abide to the rule of basics and ethics which shall make you the king in your category.

It's useful to reflect on what worked so you have some foundation for your next adventure... and finish this sentence ... "The next time I will...." it helps you focus on what you've learnt and give you an early warning system fro what you want to avoid next time round.

Yes, you need quantifiable, objective metrics to evaluate the performance of your venture, but it’s important to remember that the K in KPI is “Key.” Some important things defy measurement. Some measurable things lack importance. Many successful organizations achieve results without measuring every relevant outcome. While there is truth in the cliche “what gets measured gets done,” “paralysis by analysis” is equally relevant. Entrepreneurs need to keep this balance in mind.

Leadership failures are most common. Most founders and early investors function emotionally and lack the ability to succeed operationally. Me, my, I culture results in individuals carrying too much operationally responsibility at the expense of product development and support. Growth management properly funded to built to expected growth. Legal/contracts management failures. Capture management inadequacy. Proper tracking and reporting processes. Performance accountability. Nice guy syndrome. And the most consistent failure... the cavernous gap between expectations and agreements. VC micromanage when overstated expectations are agreed upon.

Examine the market landscape and competition. A few questions you should ask, (i) were you able to differentiate yourself from competitors?; (ii) was there a genuine need for your product or service vs. your competitor?; (iii) did you thoroughly understand your target audience? Assessing the competition and market should be part of your continuous improvement cycle.

Staying resilient and open-minded is key for your next project. The goal of analyzing a failed startup is not to dwell on past mistakes, but to extract valuable lessons that will contribute to your growth as an entrepreneur and increase your chances of success in the future.

Analyzing a failed startup is a treasure trove of invaluable lessons. Through candid introspection and methodical examination, identify pivotal missteps in areas spanning market research, product-market fit, resource allocation, and management strategies. Dissect the journey from inception to downfall, distilling actionable insights on what went awry. Embrace these insights as a compass for honing decision-making, fostering adaptability, and fortifying resilience in future entrepreneurial endeavors, thereby converting failure into a stepping stone toward lasting success.