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Builder's Guide to the Tech Galaxy: 99 Practices to Scale Startups into Unicorn Companies [Kietas viršelis]

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  • Formatas: Hardback, 368 pages, aukštis x plotis x storis: 234x163x25 mm, weight: 748 g
  • Išleidimo metai: 24-Mar-2022
  • Leidėjas: John Wiley & Sons Inc
  • ISBN-10: 111989042X
  • ISBN-13: 9781119890423
Kitos knygos pagal šią temą:
Builder's Guide to the Tech Galaxy: 99 Practices to Scale Startups into Unicorn CompaniesDidesnis paveikslėlis
  • Formatas: Hardback, 368 pages, aukštis x plotis x storis: 234x163x25 mm, weight: 748 g
  • Išleidimo metai: 24-Mar-2022
  • Leidėjas: John Wiley & Sons Inc
  • ISBN-10: 111989042X
  • ISBN-13: 9781119890423
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9781119890423.html
Raktažodžiai:

Learn to scale your startup with a roadmap to the all-important part of the business lifecycle between launch and IPO

In The Builder’s Guide to the Tech Galaxy: 99 Practices to Scale Startups into Unicorn Companies, a team of accomplished investors, entrepreneurs, and marketers deliver a practical collection of concrete strategies for scaling a small startup into a lean and formidable tech competitor. By focusing on the four key building blocks of a successful company – alignment, team, functional excellence, and capital—this book distills the wisdom found in countless books, podcasts, and the authors’ own extensive experience into a compact and accessible blueprint for success and growth.

In the book, you’ll find:

  • Organizational charts, sample objectives and key results (OKRs), as well as guidance for divisions including technology and product management, marketing, sales, people, and service operations
  • Tools and benchmarks for strategically aligning your company’s divisions with one another, and with your organization’s “North Star”
  • Templates and tips to attract and retain a triple-A team with the right scale-up mindset
  • Checklists to help you attract growth capital and negotiate term sheets

Perfect for companies with two, ten, or one hundred employees, The Builder’s Guide to the Tech Galaxy belongs on the bookshelves of founders, managers, entrepreneurs, and other business leaders exploring innovative and proven ways to scale their enterprise to new heights.

Forewords (Building the Third Way) xix
Forewords (Preparing Europe for maturity) xxvii
Introduction xxix
NORTH STAR
1 Six Dimensions of Direction
3(18)
Purpose beyond profit
Practice 1 A company that makes the planet a better place
6(2)
Company values
Practice 2 Guiding principles for aligning the crew
8(2)
Business ambition
Practice 3 Business outcomes to aspire to in the long run
10(1)
North Star metric
Practice 4 The PRIMARY metric that matters NOW
11(1)
Value proposition
Practice 5 Unmet customer needs that you solve uniquely well
12(4)
Okrs
Practice 6 Making direction operational
16(5)
2 Environmental, Social and Governance Criteria as Drivers of Business Success (With Johannes Lenhard and Hannah Leach)
21(16)
Environmental
Practice 7 Measuring, reducing and offsetting your environmental footprint with clear responsibilities and targets
26(3)
Social
Practice 8 Building a culture that embraces diversity and inclusion
29(3)
Governance
Practice 9 Establishing internal governance that facilitates growth, compliance, and employee representation
32(5)
People & Mindset
3 People (HR) Excellence (With Constanze Buchheim, Manjuri Sinha and Chris Bell)
37(36)
Okrs
Practice 10 Establishing the right people OKRs
40(6)
Organizational chart and roles
Practice 11 Defining the roles & responsibilities for a people function
46(3)
Practice 12 Scaling the right people roles at the right time
49(1)
Recruiting & candidate experience
Practice 13 Building the candidate sourcing muscle
50(5)
Practice 14 Evaluating candidates in record time while creating an outstanding candidate experience
55(2)
Practice 15 Boosting the offer acceptance rates
57(1)
Organizational development
Practice 16 Establishing a strong job architecture with clear levels, career paths and tracks
58(4)
Practice 17 Putting fair appraisal and promotion processes in place
62(2)
Employee experience
Practice 18 Driving employee happiness by enabling meaning, mastery, psychological safety, autonomy and community
64(3)
Employee stock option programs
Practice 19 Building the right employee stock option program
67(6)
4 Scale-Up Mindset (With Johannes Lenhard)
73(14)
Obsession with customer experience
Practice 20 Improving key customer journey experiences as a top priority for leaders
74(3)
Impossible is nothing
Practice 21 Setting impossible-is-nothing goals by thinking "and," not "or"
77(3)
Learn-it-all beats know-it-all
Practice 22 Embracing learning cycles by establishing psychological safety and an idea meritocracy
80(2)
Autonomy to act
Practice 23 Empowering cross-functional teams to make decisions rapidly & independently
82(5)
FUNCTIONAL EXCELLENCE IN SCALE-UPS
5 Product Management Excellence (With Johnn Quach and Sven Grajetzki)
87(42)
OKRs
Practice 24 Establishing the right product OKRs
90(6)
Organizational chart and roles
Practice 25 Defining the roles & responsibilities for a product function
96(4)
Practice 26 Scaling the right product roles at the right time
100(2)
Product vision & direction
Practice 27 Developing a clear product vision and deriving your roadmap from it
102(2)
Practice 28 Focusing your product organization on outcomes, not just designing a "feature factory"
104(2)
Practice 29 Investing in the core product while pushing adjacent opportunities and venture bets
106(1)
Product development process
Practice 30 Creating a crystal clear picture of your target customers
107(1)
Practice 31 Aligning your product value proposition with the underserved needs of your customers
108(3)
Practice 32 Developing your roadmap as a communication tool with the right prioritization logic
111(4)
Product management basics
Practice 33 Getting the brand and product design right early on
115(4)
Practice 34 Building a thriving user research engine quickly
119(3)
Practice 35 Implementing best-in-class product management tools
122(7)
6 Technology Excellence (With Christoph Richter)
129(46)
OKRs
Practice 36 Establishing the right technology OKRs
132(8)
Organizational chart and roles
Practice 37 Defining the roles & responsibilities for a technology function
140(4)
Practice 38 Scaling the right technology roles at the right time
144(1)
Your way of agile development
Practice 39 Creating your own version of agile development
145(5)
Development operations (DevOps)
Practice 40 Establishing lean software development principles
150(3)
Practice 41 Establishing technical DevOps practices for continuous delivery
153(3)
Practice 42 Enabling a team of doers through the right DevOps culture
156(2)
Scalable architecture
Practice 43 Creating a "good enough" software architecture that can evolve overtime
158(3)
Practice 44 Establishing a resilient cloud architecture
161(2)
Information security
Practice 45 Mitigating the top 10 web applications' security risks
163(2)
Practice 46 Integrating the key information security practices into design, development and deployment early on
165(2)
Data management
Practice 47 Democratizing data with self-service data tools while building a scalable data architecture
167(8)
7 B2C Marketing Excellence (With Kelly Ford)
175(34)
Okrs
Practice 48 Establishing the right marketing OKRs
177(5)
Organizational chart and roles
Practice 49 Defining the roles & responsibilities for a marketing function
182(3)
Practice 50 Scaling the right marketing roles at the right time
185(1)
Marketing basics
Practice 51 Establishing a single source of truth for key marketing and growth KPIs
186(1)
Practice 52 Bridging the gap between marketing quants and creative brains
186(1)
Practice 53 Equipping your teams with the right marketing and growth tools
187(1)
Practice 54 Finding your product-channel fit quickly and maintaining it
187(3)
Organic and viral marketing
Practice 55 Leveraging the power of organic conversions to drive down customer acquisition costs
190(2)
Practice 56 Getting your PR machine up with trust
192(2)
Paid online marketing
Practice 57 Harnessing the six key hacks for buying online ads efficiently
194(3)
Offline marketing
Practice 58 Leveraging the power of offline marketing in the digital age
197(1)
Monetization
Practice 59 Nailing your monetization strategy to drive revenue
198(3)
Growth hacking
Practice 60 Establishing cross-functional growth hacking teams for activation, retention and monetization
201(8)
8 B2B Sales Excellence (With Karan Sharma)
209(32)
Okrs
Practice 61 Establishing the right sales OKRs
212(5)
Organizational chart and roles
Practice 62 Defining the roles & responsibilities for a sales function
217(3)
Practice 63 Scaling the right sales roles at the right time
220(1)
Sales playing field
Practice 64 Exploiting the right niches
221(2)
Sales basics
Practice 65 Creating a commission plan that fits your growth stage
223(2)
Practice 66 Enabling your sales teams with the right sales tech stack
225(2)
Practice 67 Attracting and hiring a world-class sales team
227(1)
Practice 68 Training and coaching a "challenger" sales team
228(2)
Practice 69 Getting your basic sales pitch in place
230(1)
Qualifying and closing leads
Practice 70 Becoming rigorous with lead qualifications
231(3)
Practice 71 Enabling your sales teams to close leads
234(1)
Retaining and "farming" customers
Practice 72 Measuring customer health to predict and prevent customer churn
235(6)
9 Service Operations Excellence (With Dr. Nicola Glusac)
241(24)
Okrs
Practice 73 Establishing the right service operations OKRs
244(3)
Organizational chart and roles
Practice 74 Defining the roles & responsibilities for a service operations function
247(3)
Practice 75 Scaling the right service operations roles at the right time
250(2)
Preventing contacts
Practice 76 Preventing unnecessary contacts in the first place
252(1)
Deflecting contacts
Practice 77 Deflecting transactional contacts to an automated self-help
253(1)
Resolving contacts
Practice 78 Investing in a hybrid operating model and specialization to ensure availability at all times
254(1)
Practice 79 Resolving customer inquiries with autonomous teams and close-knit performance management
255(1)
Practice 80 Investing in Lean Six Sigma processes while giving teams enough room to create moments of service delight
256(2)
Practice 81 Investing in a loosely coupled, yet highly integrated suite of service tools
258(1)
Practice 82 Steering external partners to jointly drive business goals
259(1)
Practice 83 Boosting back-office throughput with performance management, automation and centers of excellence
260(1)
Practice 84 Investing in resilience to quickly recover from demand and supply shocks
261(4)
10 Supply Chain Excellence (With Matthias Wilrich)
265(22)
Okrs
Practice 85 Establishing the right supply chain OKRs
268(3)
Organizational chart and roles
Practice 86 Defining the roles & responsibilities for a supply chain operations function
271(4)
Practice 87 Scaling the right supply chain roles at the right time
275(1)
Supply chain
Practice 88 Hiring supply chain specialists early on
275(1)
Practice 89 Investing in supply chain resilience to quickly recover from demand and supply shocks
276(1)
Practice 90 Boosting partner and supplier relationships with smart and scalable contracts
277(3)
Practice 91 Becoming proficient in supply chain operational excellence and maintaining a hands-on attitude
280(7)
Growth Capital
11 Six Questions Every Growth Stage Investor Asks (With Vanessa Pinter)
287(16)
Future vision
Practice 92 Do you capitalize on the next inflection point?
293(1)
Rockstarteam
Practice 93 Have you assembled a great team that can scale?
294(2)
Business model
Practice 94 Does your company's performance to date show a path toward becoming profitable in the long term?
296(2)
Venture-scale market
Practice 95 Can you achieve USD 100 million in annual revenue within 7-10 years?
298(2)
Category-leading product
Practice 96 Have you created a unique customer value proposition which is 10x better than any other in that market?
300(1)
Practice 97 Does your company fit the investor's fund in terms of industry, size, and funding needs?
300(3)
12 Fifteen Key Issues in Growth Term Sheets (With Vanessa Pinter)
303(20)
Negotiating guidelines
Practice 98 Following major guidelines for term sheet negotiations
304(3)
Key term sheet issues
Practice 99 Negotiating the 15 most important term sheet issues during a growth round
307(14)
Contact Us
321(2)
Notes 323
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.