3 ms·
I think this metaphor is excellent. The key point is the examples of things that seem silly early stage but obviously necessary later, like org charts. Unfort
by ghiculescu 4y ago
I think this metaphor is excellent.
The key point is the examples of things that seem silly early stage but obviously necessary later, like org charts.
Unfortunately, not everyone will immediately agree that it’s silly to have an org chart when you’re a small team or pre-PMF. And some people might never be convinced! But this metaphor sounds like a good way of trying to explain the fundamental differences between “where we are today” and “where we might end up”.
- japaneseminisub 4y agoExactly! I recently used an org chart for a 3 year horizon, not because it will be anything like that in reality, but it was a way to communicate: - the required roles and teams to non-technical leadership that would be required to deliver on the vision - a rough team size to help define cost bases for future planning, and to align expectations across different parts of the company
- wpietri 4y agoA tangent about org charts: Honestly, one of the best exercises for early-stage entrepreneurs, which I think I stole from "The E Myth", is making an org chart a much larger version of the company and then figuring out who's doing what. The first company I started was only me and one other person, but making sure that at least one of our names was in each key box was really helpful.
- a_t48 4y agoI've heard this reflected the other way, too, in Conway's Law - https://en.wikipedia.org/wiki/Conway%27s_law https://en.wikipedia.org/wiki/Conway%27s_law
- hmillison 4y agoTotally agree with this and one of the biggest problems i’ve dealt with at early stage startups is employees from a big companies that couldn’t deal with bypassing certain things like this.