This is my eighth 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.
Selina Tobaccowala was President and chief technology officer at SurveyMonkey. She has contributed alot in taking Survey Monkey global. In session 10, she shared the insights on how she managed the technology and tech people @ SurveyMonkey.Here are the session notes and my interpretations on the insights shared.
- When you architect your software application, not only it should scale on handling traffic, but it should also be able to handle more developers working on it. This basically means that if tomorrow you have to add more technology people in the team, they should be able to work on your code.
- Even if you have ended up with software code base which is monolithic( All software layers are mixed), rather than re-creating the system in new technology, pick up the part of the system which is most difficult and try to rearrange and refactor those blocks in existing architecture.
- When you have to take your SaaS platform globally
- Localisation- which means displaying data and numbers in local language, number system, and currency
- Integrating different payment gateways
- Your messaging
- More technology and customer support people
- A/B testing is important part to validate & improve the user experience of your web and mobile app
- For subscription-based businesses like SurveyMonkey, important metrics to measure is (a) Number of free subscribers (b) Number of subscribers converting from free to paid
- While hiring, focus on behavioural interviewing to reduce bias in selecting candidates. The question in behavioural interviewing aims at learning about your past behaviours in specific work situations. In a traditional interview, you ask general questions such as “Tell me about yourself.” In behavioural interviewing, questions will be like “How would you handle XYZ situation?” Try this in your next interview. At qilo, we have adopted this and it has helped me pick up really good team members.
- Finding up people who can help you scale up the things is damn hard. Pick up people who have both start-up and big company experience.As your company grows, keep people motivated, focused on their role/job & engaging them for the next level of the journey is a challenge.
- To reduce the churn rate, look at the insights from the data produced by your customer. And present that on the continues basis to right stakeholders in your company.
- A tech engineer looks for following qualities before joining a technology lead company:
- The product(s) should excite them as they will be spending many years in building and maintaining it.
- They will be getting the right mentor or people there to work with.
- Other that engineering, what other things they will learn their.
- Anything that is critical to run your business should be in-house. If its outsourced, bring it in-house as soon as possible
- Once you have money, hire a BI analyst who looks at the data and tells you: “what you have built”, “how well it was doing” and “how well its is doing”
- Service oriented architecture helps you to scale the software system. And as well as helps you to strcture your backend and frontend engineering teams in the proper way.
- People management is not for everyone. Put only those people to managerial positions who can serve their teams by acting as servants. For people who want to remain technical, define a roadmap so that they can see how they will grow in your company.
- Successful manager’s get satisfaction by influencing people. Technology people get satisfaction by deliverng the product.
- Plan every quarter what you want to achieve. And track the progress on that every week.If you don’t do it when you are small, adopting that when you will scale will be much more difficult. On tool to implement this is OKR.
- Reduce the time it takes to take your code from keyboard to production. To achieve this automate the deployment process.