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Jan 07

How to make the structure of the Ideal Team for Our Startup?

startupOne of the questions most frequently asked by friends who would set up a startup or in the initial phases of establishment of startup is how making the ideal structure for a startup? Every time that I always get questions answered, customize with our startup needs, instead of wearing a structural position to approach first.

As an organization, other than the need is filled by people with the best talents, the startup also needs structure in it, the goal in order to clarify the lines of coordination and responsibility of those who engage in such structures. But often when we create an organizational structure in a startup, we’re stuck in the paradigm of labels rather than on the basis of the substantial needs of our startup. The view of “anyway” a startup must have the label’S CEO, CTO, CFO, CBDO and a variety of other flashy labels, which is that we tend to invent the position actually does or not we need them, even our team finally tend to already fat and inefficient at the beginning. There are a few points that can help us create the ideal team structure for our startup be optimal for a typical startup, such as:

Efficient but Proportionate

Build a team with the ideal team for a startup, especially for a startup that was in the initial phases of the establishment must be totally efficient. The phase is the phase where we have many limitations, but on the other hand have a huge responsibility to prove whether the startup products we have planned and are working on can be verified either in business or in growth. Efficient here could amount from the side or from the side of the types of roles that are required by that time. When the organizational structure is too fat at the beginning could be a threat when the business model we have not verified because we have created a fixed cost (fixed expenses that must be done in a certain period of time) that if the amount is very large would be a burden to the company’s continued support in the future.

Startup takes a lot of efficiency in a wide variety of lines, including aspects of the human resources team fill us. But do not also end up too far so disproportionate to the needs, remember we are dealing with the demands of a big responsibility to immediately verify products and our business. The amount or type of role must also be adapted to the needs of our startup time, so when too few does not make people in it, but also on overload when too much not to make the people in it are confused themselves want to work out what. After the product and business model already verified, plus we can already see the pattern of growth from a startup, we are, then we can recruit people with a new role to help drive working in a startup we become more focused.

In accordance with the objective Needs

For a startup based on the initial phase of the product may actually be going well enough with two roles: first is it responsible on the question “what products will we make (What)” and the second is he responsible on the question “How do we make the product (How).” What role usually held by people with the label’S CEO, while the role of know-how held by people with label CTO. The initial phase of technology product startup indeed wherever possible is focused on product development, but not up there alone, but also the development of products that correspond to the wishes and needs of the market. If the borrowed term George Berkowski in his book “How to Build Billion Dollar App”, a product created by a startup, it should qualify “product-market-fit”, which means to make a good product to market and get people in the market are satisfied because it fulfilled their needs.

That is why the role of of a concept and testers of the product as well as the role of the manufacturer of a product has a significant role in the early phases of the formation of startup. My advice if the core of startup we shaped the product technology, as much as possible have a person who is able to make such products, or at least people are able to know the ins and outs of the whole of our products when making indeed needs to be outsourced. This is to avoid unwanted events in the future, if we submit to all things technical and product creation secrets to outsiders. Proprietary technology to add value and cannot be replicated will not fully we can have if the overall technical job of making our products-outsourced, but it becomes a value added a startup technology products.

So, before we are able to verify the product and also our business, it will need a big team with a complex structure should be avoided in a manner sufficiently fill the role of the team who led the question “what” and “how” of the manufacture of our products. Need to note here, that the development of products that are large enough scale, then the role or position that is responsible to the question “how” can be filled more than one person, especially if we are racing against time to immediately launch the startup of our products. I would also suggest if there are people with a good UX design talent to be able to provide input to the development of our products, not necessarily full time, but minimal product that is built can we ensure comfortable, easy to use, as well as zoom appealing to the eye.

And what about the role of marketing or business people who will be marketing and introduce our products? I think this role at the beginning can be made by the CEO, because he must have a network and the ability to introduce their products sooner or later. However, it is a representation of the startup, it is also absolutely necessary marketing skills by it. Only when the scale with the needs of marketing and business, including finance up to the higher administration, that is where we are right to decide to hire people who focus on managing it.

The Minimalist rule above can run optimally in the manufacture of products with a record of responsible person focus on the startup. If the product development startup is only allocated from the time the rest owned by the founder then things above could be invalid because it might take a lot of delegates and jobs should be outsourced. Perhaps on another occasion I will discuss how important the role of the term “focus” for the founder of a startup in initiating and raising its startup.

A startup ideal team should be formed on the objectivity of the startup development needs.

Adaptation according Developments

An efficient team in the beginning has been just one of the strategies that we can minimize the resource we should spend before we examine our product and business assumptions. In the development of the future, is a must for a startup to be dynamic in adapting to the development and operational management needs. For example, when the role of the CEO is getting overloaded with outside activities and supervision of things short-term and long-term the startup, then maybe he could delegate the task to oversee the development of a product to a product manager who dedicated, these roles for instance covers the activities and responsibilities: testing , measuring, and trying.

If a job in finance and administration has started to increase, we can hire people specifically to do so. Was also in this aspect of the business, customer relations, and human capital, everything is supposed to be followed by the development needs of our startup. So if we go with a pattern like this, we will be more precise and objective in building the ideal team for our startup.

Some view of the above may differ depending on the context startup or products. If we had sufficient resources, targeted speed in product delivery, and also targeting the introduction of large-scale brand, then perhaps it is appropriate to expand the team were great and comprehensive from the start. Or if in our team there are only people who know what they want made and also how to make the startup of our products, but not both in the business development strategy, then there is no harm in inviting co-founder with business talent from the outset in our team. What is important in principle, of sharing my sharing this time, that everything we do must be a basic and objective reason why we do that. Because of back and forth, rapidly slow the growth of startup us directly or indirectly elevansi on our decisions in this regard.