This is my eleventh 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 its also about why organization culture is important for Blitzscaling . Because when you’re growing an organization 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. Session 8 notes can be found here. Session 9 notes can be found here. Session 10 notes here. Session 11 notes here. Session 12 notes are here
In session 13, Shishir Mehrotra, who helped guide YouTube through hyper growth shared 10 things that matter when you scale your early stage organization.
- Tailwind is an aviation industry term which means wind pushing the aircraft from its back; resulting in the higher speed of aircraft; opposite of tailwind is “headwind”, which means air is pushing the aircraft from its front, resulting in the slower speed. When applying this term to start-up world; “tailwind” means your start-up is or will be riding an existing wave of change, for example:-early stage businesses working in renewable energy which we taking advantage of society becoming sensitive about the environment. “Highwind” means your start-up is or will be moving against a reluctance towards a change. for example:- Cloud based businesses 10 years ago was struggling to prove their point to CIO’s that cloud based hosting is way cheaper that on-premise server hosting. Success doesn’t matter whether your early stage business is tailwind or headwind. But being in tailwind, you can avoid many mistakes which headwind start-up businesses has done in past.
- Purpose is one of the core dimensions that motivates people to do what they do. Mastery and autonomy are the other two dimensions. Purpose means connect what you do and why you do it. If you don’t communicate about your purpose, people will keep doing the transactions, which will never lead to WOW for your customers.
- Thesis matters means you have to focus on core & simple insights of your domain. Discovering those simple insights is going to take hell lot of time.
- Deciding which metrics to measure is very important. At Coca-Cola rather than measuring their market share vs Pepsi, someone at Coca-Cola suggested measuring Coca-Cola share in customer’s stomach. That measure resulted in Coca-Cola investing in packaged food products & drinking water. At YouTube, Shishir and team shifted measuring “Watch time Of YouTube” vs “Watch time Of Television”. The previous metric that was measured at YouTube was the number of video’s uploaded to ad revenue to the quantity of ad’s coming to office. YouTube set a goal to increase its watch time from 100 million to 1 billion hours of watch time for Television. So setting the right type of metric to measure helps you to accelerate growth in the right direction. Pro tip: Use OKR to measure the progress on your business metrics
- Its often hard to make decisions in your business when you don’t have enough data. So you need more and more data to simplify your decision-making. The best decisions are those which simplify your life in making next 10 decisions.
- Every business is a part of eco-system doesn’t matter how big you are. And there are set of people in that ecosystem on you have relied on to make you grow. And it’s very easy to presume their incentives if you don’t ask.Don’t presume things, collect data and/or ask hard questions, you might get more insights on this. For YouTube, their ecosystem is content producers. And YouTube worked hard to come up with the model on how to incentives the content producers.
- Value Matters as you grow. Think about your values well in advance before you become big enough that you can’t work on those & you can’t explain them or inculcate them in your employees.
- Talent matters alot for growing your organization. Divide your entire landscape of talent into 4 level as follows and compare them on their performance to decide who to take forward and whom to work with and who should be those who get out of the system.
Level 1) Executors: People who do day to day execution
Level 2) How to execute: People who give instruction on how to execute the things
Level 3) Solution to work on: These are the people who identify the solution to problems and priorities to execute
Level 4) Which Problems to solve: These are the people who figure out which problems to solve
When you are starting a company having a small team, people do everything. And if you got a people, specially co-founders who cannot think at all the level, it’s not good. But as you grow, you need people specific for each level. Where companies go wrong is when they compare the performance of people at level 1 with level 2, this means you lack transparency in your organization about the roles. Define proper roles and measure the performance of people among same roles.
9) Your roles matters in an organization and if that role is impacting the work of many people in the organization, you better avoid micromanage your people, or become a dictator or become a one who over empathizes.
10) When you are setting up your goal’s & objectives, your team members should have exposure to the bigger picture. You as CEO have to align every individual with the higher purpose of the organization. This will result in high level of commitment within your organization.