The Builder's Guide to the Tech Galaxy: 99 Practices to Scale Startups into Unicorn Companies

ISBN-13: 9781119890423 / Angielski / Twarda / 2022 / 368 str.

Thomas Klugkist

Spis treści

Forewords (Building the Third Way) xixForewords (Preparing Europe for maturity) xxviiIntroduction xxixNorth Star1 Six Dimensions of Direction 3Purpose beyond profitPractice 1: A company that makes the planet a better place 6Company valuesPractice 2: Guiding principles for aligning the crew 8Business ambitionPractice 3: Business outcomes to aspire to in the long run 10North Star metricPractice 4: The PRIMARY metric that matters NOW 11Value propositionPractice 5: Unmet customer needs that you solve uniquely well 12OKRsPractice 6: Making direction operational 162 Environmental, Social and Governance Criteria as Drivers of Business Success (With Johannes enhard and Hannah Leach) 21EnvironmentalPractice 7: Measuring, reducing and offsetting your environmental footprint with clear responsibilities and targets 26SocialPractice 8: Building a culture that embraces diversity and inclusion 29GovernancePractice 9: Establishing internal governance that facilitates growth, compliance, and employee representation 32People & Mindset3 People (HR) Excellence (With Constanze Buchheim, Manjuri Sinha and Chris Bell) 37OKRsPractice 10: Establishing the right people OKRs 40Organizational chart and rolesPractice 11: Defining the roles & responsibilities for a people function 46Practice 12: Scaling the right people roles at the right time 49Recruiting & candidate experiencePractice 13: Building the candidate sourcing muscle 50Practice 14: Evaluating candidates in record time while creating an outstanding candidate experience 55Practice 15: Boosting the offer acceptance rates 57Organizational developmentPractice 16: Establishing a strong job architecture with clear levels, career paths and tracks 58Practice 17: Putting fair appraisal and promotion processes in place 62Employee experiencePractice 18: Driving employee happiness by enabling meaning, mastery, psychological safety, autonomy and community 64Employee stock option programsPractice 19: Building the right employee stock option program 674 Scale-Up Mindset (With Johannes Lenhard) 73Obsession with customer experiencePractice 20: Improving key customer journey experiences as a top priority for leaders 74Impossible is nothingPractice 21: Setting impossible-is-nothing goals by thinking "and," not "or" 77Learn-it-all beats know-it-allPractice 22: Embracing learning cycles by establishing psychological safety and an idea meritocracy 80Autonomy to actPractice 23: Empowering cross-functional teams to make decisions rapidly & independently 82Functional Excellence In Scale-Ups5 Product Management Excellence(With Johnny Quach and Sven Grajetzki) 87OKRsPractice 24: Establishing the right product OKRs 90Organizational chart and rolesPractice 25: Defining the roles & responsibilities for a product function 96Practice 26: Scaling the right product roles at the right time 100Product vision & directionPractice 27: Developing a clear product vision and deriving your roadmap from it 102Practice 28: Focusing your product organization on outcomes, not just designing a "feature factory" 104Practice 29: Investing in the core product while pushing adjacent opportunities and venture bets 106Product development processPractice 30: Creating a crystal clear picture of your target customers 107Practice 31: Aligning your product value proposition with the underserved needs of your customers 108Practice 32: Developing your roadmap as a communication tool with the right prioritization logic 111Product management basicsPractice 33: Getting the brand and product design right early on 115Practice 34: Building a thriving user research engine quickly 119Practice 35: Implementing best-in-class product management tools 1226 Technology Excellence (With Christoph Richter) 129OKRsPractice 36: Establishing the right technology OKRs 132Organizational chart and rolesPractice 37: Defining the roles & responsibilities for a technology function 140Practice 38: Scaling the right technology roles at the right time 144Your way of agile developmentPractice 39: Creating your own version of agile development 145Development operations (DevOps)Practice 40: Establishing lean software development principles 150Practice 41: Establishing technical DevOps practices for continuous delivery 153Practice 42: Enabling a team of doers through the right DevOps culture 156Scalable architecturePractice 43: Creating a "good enough" software architecture that can evolve over time 158Practice 44: Establishing a resilient cloud architecture 161Information securityPractice 45: Mitigating the top 10 web applications' security risks 163Practice 46: Integrating the key information security practices into design, development and deployment early on 165Data managementPractice 47: Democratizing data with self-service data tools while building a scalable data architecture 1677 B2C Marketing Excellence (With Kelly Ford) 175OKRsPractice 48: Establishing the right marketing OKRs 177Organizational chart and rolesPractice 49: Defining the roles & responsibilities for a marketing function 182Practice 50: Scaling the right marketing roles at the right time 185Marketing basicsPractice 51: Establishing a single source of truth for key marketing and growth KPIs 186Practice 52: Bridging the gap between marketing quants and creative brains 186Practice 53: Equipping your teams with the right marketing and growth tools 187Practice 54: Finding your product-channel fit quickly and maintaining it 187Organic and viral marketingPractice 55: Leveraging the power of organic conversions to drive down customer acquisition costs 190Practice 56: Getting your PR machine up with trust 192Paid online marketingPractice 57: Harnessing the six key hacks for buying online ads efficiently 194Offline marketingPractice 58: Leveraging the power of offline marketing in the digital age 197MonetizationPractice 59: Nailing your monetization strategy to drive revenue 198Growth hackingPractice 60: Establishing cross-functional growth hacking teams for activation, retention and monetization 2018 B2B Sales Excellence (With Karan Sharma) 209OKRsPractice 61: Establishing the right sales OKRs 212Organizational chart and rolesPractice 62: Defining the roles & responsibilities for a sales function 217Practice 63: Scaling the right sales roles at the right time 220Sales playing fieldPractice 64: Exploiting the right niches 221Sales basicsPractice 65: Creating a commission plan that fits your growth stage 223Practice 66: Enabling your sales teams with the right sales tech stack 225Practice 67: Attracting and hiring a world-class sales team 227Practice 68: Training and coaching a "challenger" sales team 228Practice 69: Getting your basic sales pitch in place 230Qualifying and closing leadsPractice 70: Becoming rigorous with lead qualifications 231Practice 71: Enabling your sales teams to close leads 234Retaining and "farming" customersPractice 72: Measuring customer health to predict and prevent customer churn 2359 Service Operations Excellence (With Dr Nicola Glusac) 241OKRsPractice 73: Establishing the right service operations OKRs 244Organizational chart and rolesPractice 74: Defining the roles & responsibilities for a service operations function 247Practice 75: Scaling the right service operations roles at the right time 250Preventing contactsPractice 76: Preventing unnecessary contacts in the first place 252Deflecting contactsPractice 77: Deflecting transactional contacts to an automated self-help 253Resolving contactsPractice 78: Investing in a hybrid operating model and specialization to ensure availability at all times 254Practice 79: Resolving customer inquiries with autonomous teams and close-knit performance management 255Practice 80: Investing in Lean Six Sigma processes while giving teams enough room to create moments of service delight 256Practice 81: Investing in a loosely coupled, yet highly integrated suite of service tools 258Practice 82: Steering external partners to jointly drive business goals 259Practice 83: Boosting back-office throughput with performance management, automation and centers of excellence 260Practice 84: Investing in resilience to quickly recover from demand and supply shocks 26110 Supply Chain Excellence (With Matthias Wilrich) 265OKRsPractice 85: Establishing the right supply chain OKRs 268Organizational chart and rolesPractice 86: Defining the roles & responsibilities for a supply chain operations function 271Practice 87: Scaling the right supply chain roles at the right time 275Supply chainPractice 88: Hiring supply chain specialists early on 275Practice 89: Investing in supply chain resilience to quickly recover from demand and supply shocks 276Practice 90: Boosting partner and supplier relationships with smart and scalable contracts 277Practice 91: Becoming proficient in supply chain operational excellence and maintaining a hands-on attitude 280Growth Capital11 Six Questions Every Growth Stage Investor Asks (With Vanessa Pinter) 287Future visionPractice 92: Do you capitalize on the next inflection point? 293Rockstar teamPractice 93: Have you assembled a great team that can scale? 294Business modelPractice 94: Does your company's performance to date show a path toward becoming profitable in the long term? 296Venture-scale marketPractice 95: Can you achieve USD 100 million in annual revenue within 7-10 years? 298Category-leading productPractice 96: Have you created a unique customer value proposition which is 10x better than any other in that market? 300Fund fitPractice 97: Does your company fit the investor's fund in terms of industry, size, and funding needs? 30012 Fifteen Key Issues in Growth Term Sheets (With Vanessa Pinter) 303Negotiating guidelinesPractice 98: Following major guidelines for term sheet negotiations 304Key term sheet issuesPractice 99: Negotiating the 15 most important term sheet issues during a growth round 307Contact Us 321Notes 323

O autorze

Dr. Martin Schilling is an angel investor, startup builder, and scale-up executive. He has co-created and scaled five companies, including a McKinsey & Company subsidiary and the FinTech firm N26. He is the Managing Director of the Berlin Accelerator at Techstars.Dr. Thomas Klugkist is a management consultant who leverages the experience and insight he gained working at leading companies and startups in Europe (N26, KPN/ Planet Internet, Klett Group, Kirch Group, JCI) to guide change processes and help exciting companies grow.