This is my sixth blog on the notes and my interpretations on the Blitzscaling sessions. In the fall of 2015, Reid Hoffman began taking session called Technology-Enabled Blitzscaling at Stanford University.Blitzscaling is what you do when you need to grow really, really quickly. It’s the science and art of rapidly building out a company to serve a large and usually global market, with the goal of becoming the first mover at scale. And it’s also about why organisation culture is important for Blitzscaling . Because when you’re growing an organisation very fast, you have to make people accountable to each other on a horizontal or peer-to-peer basis, and not just vertically and top-down through the hierarchy.
Session 2 notes can be found here. Session 3 notes can be found here. Session 4 notes can be found here.Session 5 notes can be found here.Session 6 I haven’t covered. Session 7 notes can be found here
Who doesn’t know Eric Schmidt. He is the one who has contributed A LOT in making what Google is today. In session 8, he shared his insights on how to structure the teams and scaling Google.Here are the session notes and my interpretations on the insights shared.
- As a young manager, observe and do everything to learn various aspects.
- The first 10 years of your career is too crucial & that’s where you learn all the s**t. Thus it’s important that you focus on getting right kind of learning.
- To make a better decision, keep asking yourself “What should be happening in your career/start-up in next 5 years”. I know this advice might sound like a theory to you or you probably have heard from yogis to practice living in the moment. But that doesn’t mean you should not try to foresee or plan where you what to go and how probably you can reach out there.
- Making faster decision is one single trait that CEO’s should focus on developing.
- How to handle issues and situations between founders and outsiders(probably older than founders) who are part of the company: – Outsiders should understand that it’s not his company. This means to avoid being the face of the company or getting media coverage. That’s what Eric did when he was leading Google and Larry Page, Sergey Brin. He focused on running the company & making it profitable leaving Larry & Sergey to be the face of it.
- The way you build great products is by building a small team, work really hard, push the team & get the product out which just barely work. Example:- Original iPod just barely worked initially. From there, Apple improved it before it was taken to mass market. As a founder, you have ti have a judgment when your product & start-up is ready to scale. At qilo , we faced the same challenge. Where I want to speed up the scaling, Vipul(another co-founder) slowed the things down to make sure that product actually solves a problem, before we scale out and hire sales guys.
- Great products are built from self-use. As a founder, you know your product really works or not. And if you don’t know, get the data from your initial set of customers and analyze it. Making sure your product works before you take VC money and start expanding in all directions.
- Tips on hiring
- Hire intelligence over experience
- Take your time to hire the right guys. And if things are not working with new hires even after doing multiple interventions, fire them fast.
- Sell your dream to prospective candidates. Hire those to whom it makes sense. If you have to convince the guy, he/she is not the right hire.
- Hire ordinary people who have done extraordinary things.
- Hire people who can work better in teams. Give a person an exception to be an individual contributor if she is an exceptional talent.
- Next generation of successful programmers will be those who can write programs such that software themselves can learn how to solve a problem. This is also called as machine learning 🙂
- At finance side, hire CFO’s who have gone bankrupt because they have seen what should not be done to become bankrupt
- In every successful company, you have got a core team with following qualities:
- The one who has very good product sense
- The one who has emotional intelligence for all the stakeholders
- And the one who knows who to make people move fast
- All successful start-ups do one thing right: Hire right people
- Strong values and beliefs take company to the next level of growth
- If you got a large team of programmers and s/w engineers to work on your product, then probably your s/w architecture is not right
- Advice to entrepreneurs who want to build a great company
- Have an incredible founding team & right founders to address right kind of problem
- You need to have some luck
- Passion, lots of hard work and hiring awesome people