This is my 12th 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.
The previous blog related to Blitzscaling is here.
Diane Greene was a founder and the CEO of VMware from 1998 until 2008. Currently is senior vice president for Google’s cloud businesses. VMWare was the pioneer and the first successful company to provide software that can enhance the utilization of computer resources, called Virtualization.
- Organization culture is important when you scale your organization. And people whom you hire should be aligned with the organization culture.
- Help your people to leave if they are not culturally fit for your company. One way to check that is giving them the opportunity to be part of critical conversations early on and see if they are able to match with energies of people
- Hire ex-military people if you like them, as they are far more disciplined in their approach towards work
- How to bring discipline and reduce chaos in teams: Ask each team members of yours to share what’s going on in their teams by Sunday night. And as a manager, highlight what is important, collate all the notes and share it with everyone in the team.
- You can share the same notes with new hires so that they come to know what kind of things are going on in the team.
- It is founder and leadership responsibility to put up a plan on how the team and individuals in the company should communicate with each other.
- When establishing your partner network, the strategy is NOT to give special preference to any one of them.
- If your salespeople are not giving results, its either you have a bad product market fit or your salespeople are NOT able to perform or messaging is NOT right.
- If you have a complex technical product to sell, put a team of 3 people in sales chasing same numbers. These 3 guys will be:
- A guy, who is trying to sell product on phone
- A guy who is going & meeting clients and explaining things to customers from technical perspective(also called as solution’s guy)
- And the third guy, who will be closing the deal. All these 3 guys should be chasing the same numbers.
- Establishing a partner network will act as your another direct sales channel, but make sure you have a win-win model with them. At VMWare, channel sales partners which are hardware vendors like HP & Bell, every VMware solution they sold, it leads to more hardware sales for extra storage and extra servers.
- To create a high-performance culture, hire people who are self-driven at all the levels in all the roles. Self-driven people who set high-expectations from themselves have high expectations from their team too.
- Appreciate the behaviors showcased by employees which as a founder you want them to display
- An advantage of under promise and overdeliver is not just it gives customers WOW, but also you decide your own pace.
- Best advice: “As CEO’s you never overcommunicate”