Imagine start-up teams

Start-ups don’t have the smallest clue on which is the right way to build their product or services. Who to sell to or how to do it specifically? There are only a few that could scream, after sweat and hard work, things like “those are the 5000  people that will buy from us, no matter what!  We’ve found them, we know everything about them and we have a long term relationship with them. And they won’t leave for whatever reason”. So it’s a huge, BIG, enormous difference between a start-up and any other organisation that knows what to do, how to do it and who are it’s customers. Start-ups don’t know.

So people working in start-ups(or the ones that should be working there) are different. They must accommodate with daily change, with things that must be redone and with ameliorating processes through iteration and fast failure. They must agree that only one set of ideas will still be standing after all the pivots and iterations. Those are the “Lessons learned” (from the ecosystem in which they activate). That’s what everybody should be interested in.

A good friend of mine from Bucharest was complaining that those type of individuals are very hard to find, especially in that region. At a given moment i would’ve agreed with him. Meantime i change my opinion. I see the problem linked with a good sense of management, for things to head the right way in a start-up. But more than that, it’s about experience, the ability to collaborate and determination. A team’s main asset is agility. There’s no such thing as departments, it’s just a handful of people and each of them represents a specific entity. Every single one deals with something: development, product, sales etc. They have to be accounted for their moves and they should test everything. They must collaborate to be able to take better decisions in the future and to build a better product.

If that raises an issue inside the company, if everybody expects a set of instructions, something surely doesn’t work. Keep looking for the right people that could stay put on their positions and bring the whole organisation to new heights.

And you’ll find’em.

Understanding the job

Products vs. Jobs done. Hmm.

I would say it, without any necessary background or substance, that the probability of any software company to be successful is somewhere near 0(zero) if the concept was developed in a company that has decided what the customer wants.

And what happens then is that you develop a product and then you find that people don’t buy it. So then you have to hire(I don’t know if you ever heard of people like this), they’re called marketers. And the reason you have to have a marketer is that you’re trying to convince the customer that they need to buy the product, that you decided they need.

If instead you would’ve understand the job the customer’s trying to do, you actually wouldn’t need much marketing because customers will pull it into their lives. And almost always, those companies had somebody that was on the other side who knew the job. And it’s understanding the job that’s critical, in short supply. It’s not the ability to make products.

After Clayton M. Christensen