![]() ![]() You write that the key rule for many blitzscaling companies is to “ignore your customers.” because it’s “one of the fires that’s easier to let burn until you have finished fighting bigger, more deadly fires. It’s important to remember that everything changes as you grow. But that doesn’t mean they’ll always be head of product. Promise that as long as they’re doing a good job, their job will always be growing with more responsibility and new challenges. Your executives change and rotate a lot as you grow, and one of the pieces of advice I give is: Never promise them they’ll be head of product forever. There’s no science to this, but I often counsel founders and tell them they’ll probably trade out half of their management team. Now, what generally happens is that you’re constantly evolving your management team. Learn the common traits of the most profitable tech company models of today, when blitzscaling is successful and when it isnt, as well as the counterintuitive transgressions of. That’s a good thing from an investor’s standpoint. Blitzscaling, written by the founder of LinkedIn Reid Hoffman, explains the counterintuitive business strategy of sacrificing confidence and efficacy for pure speed. ![]() In fact, your preference as an investor is to have the founder scale the whole way.
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