Startups are hard

Startups are hard

By Max IschenkoBusinessEntrepreneurshipTechnology
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Startups are hard episodes

  • Шо по бекенду

    Show notes

    * Accidental complexity © Fred Brooks

    * Шо по фронтенду (Oct 2022)



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    18 min
  • Будемо шукати Соловйова

    .. і робити мобільний додаток.

    Also: DOU Day повертається.



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    13 min
  • Екселити на екзекюшн

    Партнер випуску:

    ITFin - українська ERP система для керування IT компанією.

    Схоже нам не вистачає менеджера в команду продукта, але якого саме?

    Show notes:

    * tally sticks–про борги британського двору і походження слова “stocks”

    * Збір на 50 млн на ДОУ



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    23 min
  • Ones and Twos

    Нотатки й обговорення статті “Ones and Twos” про два важливих скілсета менеджера. Оригінал: https://a16z.com/ones-and-twos/ 

    There are two core skills for running an organization: 

    * Knowing what to do 

    * Getting the company to do what you know. 

    CEOs are usually one of the other, rarely both. 

    Ones: Knowing what to do

    Things they enjoy:

    * Gathering information from a broad variety of sources

    * Making decisions 

    * Doing strategy work and playing “high dimensional chess”

    Things they don’t enjoy:

    Execution details required to run a company, such as process design, goal setting, structured accountability, training, and performance management.

    Twos: Getting the company to do what you know

    “thoroughly enjoy the process of making the company run well”

    They insist upon super clear goals and strongly prefer not to change goals or direction unless absolutely necessary. They also get overly anxious over big decisions, especially when there is uncertainty. 

    You need both

    Founding CEOs tend to be Ones and must watch out for the “getting it done” part.

    “Often Two executives act as Ones for their functions, but Twos as members of the executive team.”

    If you’re a One, having another One on your staff can be counterproductive because she will want to set her own direction rather than follow yours. As a result, many great One CEOs employ primarily Twos and Functional Ones on their staff.



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    6 min
  • Провели перший DOU Day

    Коротко: ДОУ - торт. ;)



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    16 min
  • Special: differentiate or die

    Note: нормальний епізод цього тижня не вдалося записати, тому такий special. Наступного тижня виходимо в звичайному форматі.

    Instead of competing to be the best you should compete to be unique. -Porter

    Competition sucks. 

    No fun being #35 tool for X. No profits either. Hard to stand out in the noise.

    “Be a monopoly” Thiel. Clay Christensen. Michael Porter. Hamilton Helmer. 

    The more known you are, the less your differentiation matters.

    If you’re nobody, differentiation is key. 

    “Lead with a headline that only you can write” – can’t? that’s the problem.

    Differentiation is the CEO's problem

    Це не та задача, яку можна делегувати.

    Business model, positioning, go-to-market, resource allocation.



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    5 min
  • Макс 2.0

    А також: Goals and priorities по Джину, пошук CEO coach та запуск Eduki українською.



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    26 min

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..but they are also fun!