Startup Systems
Building high-performing teams | Melissa Tan (Webflow, Dropbox, Canva)
Not all best practices fit for all orgs. Right-size and test when trying on your ops!
The 30 Best Pieces of Advice we Heard in 2023
Here’s what pain and pull look like in practice:
- People pay you money: Several people start to (or offer to) pay for your early product, ideally people you don’t have a direct
Lenny Rachitsky • What to Do if Your Product Isn’t Taking Off
The 4 Levels of PMF
Reflections on a movement | Eric Ries (creator of the Lean Startup methodology)
But how is that reflected in resource allocation? The Horizons Framework suggests that the majority of your team members should be working on the Horizon One product, says Behrens Wu. “So you have, let's say, 70% doing Horizon One, 20% doing Horizon Two and then 10% playing around with Horizon Three.”
Shippo’s Path to Product-Market Fit
The Jenga situation
seths.blog
The early days are exciting. Customers are seen and heard and served. Variations are created and value is produced as problems are solved.
In the early days, the most celebrated employees are the ones who figure out what someone needs and then determines a way to fill that need.
Once the organization gains traction, it’s possible that a short-term profit maximizer will join the team. They push to treat the customers as replaceable flanges, almost identical, income opportunities to be processed. And the employees? They are expenses, not part of a team.
It can seem like the fastest way for a stable business to increase profits is simply to remove some sticks. Process more flanges with fewer expenses. Lower overhead, measure the easy stuff, do it faster.
We spend too much time dealing with shaky towers. The resilience of people connecting, of organizations evolving, of service and clarity and generative work is far too important to be threatened by a few hustlers who insist on measuring the wrong thing.
Startups will have “we’re amazing” moments and they will also have “we’re crashing” moments. In order to weather those storms, you need high levels of trust.