Product strategy and vision (reflect the voice of the customer) “Bad product management organizations, in contrast, largely function as project management groups, running schedules and tidying up documents for engineers.” EG “Great product management organizations help set product vision and road maps, establish goals and strategy, and drive execution on each product throughout its lifecycle.” EG Great architects = people who can actually build it. Product picker/manager/originator = people who can actually conceptualize new products. “Give me a great product picker and a great architect, and I’ll give you a great product.” Marc Andreessen If you charge more you can allocate more to both distribution efforts and R&D. And the companies that charge more therefore tend to grow faster.” Marc Andreessen “Charging more is a key lever to be able to grow. “The definition of a moat is the ability to charge more.” Marc Andreessen Tactics to stay viable = product iteration, distribution, mergers and acquisitions, moats (defensibility). In reality, the distribution channel and customer base derived from their first product is now one of the biggest go-forward advantages and differentiators the company has.” EG “Since focusing on product is what caused initial success, founders of breakout companies often think product development is their primary competency and asset. Startups with better products get beaten by companies with better distribution channels. It’s a myth that most successful tech companies are product-centric. Skin in the game: “The advice presented here is meant to be painfully tactical and to avoid the platitudes you will get from investors who have never run or scaled a company.” EG Most valuable for founders, CEOs, and employees who are facing hypergrowth and scaling for the first time. Tons of resources on starting a company, this is a book that serves as a resource for scaling one. See my notes below or Amazon for details and reviews.įocuses on tactical advice for scaling a company from 10-20 employees to thousands. An incredible resource filled with dozens of relevant interviews with leaders who have real experience scaling great teams and products. Gil covers everything from the role of the CEO and managing the board to recruiting, organizational structure, product management, financing, and valuation. This book is most valuable for founders, executives, and employees who are facing hypergrowth and scaling for the first time. He emphasizes that the advice is meant to be painfully tactical in order to avoid the platitudes from investors who have never run or scaled their own company.
Gil focuses on tactical advice for scaling a company from ten employees to thousands. There are tons of resources out there for starting a company, but this book is a resource for scaling one.
0 kommentar(er)
