From chaos to predictable outcomes
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The document discusses the critical factors for startup success, highlighting that organizational health and having the right team are essential to avoid joining the 95% of startups that fail. It emphasizes the need for a shared mission, clear goals, and individual commitment to collective growth within teams. Additionally, it critiques common misconceptions about team dynamics and stresses the importance of a structured approach to achieve predictable results.
From chaos to predictable outcomes
- 1. FROM CHAOS TO PREDICTABLE OUTCOME Ovidiu Diaconu
- 2. THE JOURNEY <John Smith> did not know what he did not know
- 5. STARTUPS FAIL RATE www.huffingtonpost.com.au/wenee-yap/why-95-percent-of-startups-fail-and-how-to-be-in-the-winning-5 Feb 16th, 2016 95%
- 6. WHY?
- 8. THE RIGHT TEAM ALL STARS PEOPLE ?
- 9. Best Ingredients you can buy from the market = Best people you can hire
- 10. This is what everyone is looking for
- 11. John Smith’s results (real life experience)
- 12. WHAT’S MISSING FROM THE KITCHEN?
- 13. PREDICTABLE RESULTS (RECIPE) The Right Team The Right Process Will take you where you plan to be Organisational Health The Right PeopleIngredients Instructions Chemistry <=> <=> <=> if you don’t work on these aspects, your company will be counted in the 95% statistics
- 14. COMPETITIVE ADVANTAGE www.inc.com/magazine/201410/patrick-lencioni/smarts-are-not-necessary-for-success.html The Organizational Intelligence will make you able to get a foot in the market, the Organizational Health will make you stay and succeed while you are using and developing your intelligence. Working on the Organization Health will be the competitive advantage that will enable you to advance from the current state you are to where you want to be. Organizational Intelligence Technology Marketing Finance Sales Organizational Health Leadership & Management System/Process Culture (Transparency, Office Politics …) People
- 15. THE CHEMISTRY (ORGANISATIONAL HEALTH) Catalysts Accelerators Individual Flavours
- 16. Catalysts: Intentionality Actively work on bridging the gap between where you are and want to be If you have dreams, goals, or aspirations, you actively plan and act toward reaching them the quality of the mental states (thoughts, beliefs, desires, hopes) being directed toward certain goals
- 17. Accelerators: Mission, Objectives, Values, Common Goals Do we have a mission we all (agree) to follow? Do we have performance indicators? Does the team work under a certain common goal, shared, discussed, and everyone has committed to? How do we offer/receive feedback? Is every member of the team committed toward the progress of the others and supports the others in the growing process? Is our company culture transparent?
- 18. Individual Flavours: People Attributes Patrick M. Lencioni , The Ideal Team Player
- 19. PREDICTABLE RESULTS The Right Team The Right Process Will take you where you plan to be Organisational Health The Right PeopleIngredients Instructions Chemistry <=> <=> <=> if have to work on these aspects, so, your company will NOT be counted in the 95% statistics
- 20. WHAT WAS JOHN’S FALSE ASSUMPTION?
- 21. New methodologies (AGILE/Scrum/Kanban, Crystal ,DSDM, XP etc) New processes New technologies RESULTS, OUTCOMES by adopting: planning for:
- 22. Do YOU have a team? John Smith thought he had a team because: Best skilled people Good salaries Bonuses (based on … popularity, sweet smile, nice hat) Team Buildings Beers and Club-Mate drinks Fancy chairs and desks Latest-generation laptops African dances
- 23. LET’S CREATE A TEAM
- 26. DO I NEED A TEAM?
- 27. Group Pseudo-Team Potential-Team Real-Team High Performance Team Wisdom of Teams, Katzenback & Douglas TEAM = f(common purpose, interdependency of effort) leap of faith required
- 28. HIGH-PERFORMANCE TEAM (HPT): HPT is a small number of people (1) with complementary skills (2) who are equally committed to a common purpose, goals and working approach (3) for which they hold themselves mutually accountable (4) who are deeply committed to each other's personal growth and success (5) in a way that usually transcends the team. This type of team (6) significantly outperforms all other teams (7) outperforms all reasonable expectations, given its membership. Real Team High-Performance Team
- 29. WHAT WILL YOU DO? Relax? No way. The journey just begun.
- 30. THE RECIPE TO SUCCESS the “recipe” will take you from uncertainty to predictable results The Right Team The Right Process Will take you where you plan to be Organisational Health The Right PeopleIngredients Instructions Chemistry <=> <=> <=> if you don’t work on these aspects, your company will be counted in the 95% statistics
- 31. Product Roadmap Milestones and Release Plan Three Months Backlog Technical Debt UX & Design improvements Analytics Usability Testing A/B Testing Rethink Redesign Rework Refactor to One Product Backlog Tests Coverage Non-functional Requirements No time for this Not needed in the MVP NO. NO. NO. automation, unit, integration tests Sprints & Meetings Rhythm Test Cases Development Environments Working Software how often? to MVP High-level Concept Personas Technology Stack Options Technical Architecture Options Prototype design and/or functional MVP User Stories What if... How about this idea…? to Product DesignZero Project name Why are you doing this? When are you going live? What would make you stop completely? Date What are you building? Platforms, Modules, Features Concept and design by Thinslices. This work is licensed under the Creative Commons Attribution-ShareAlike 4.0 International. To view a copy of this license visit https://creativecommons.org/licenses/by-sa/4.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, CA, 94105, USA. People & Skills Level of Expertise Methodology & Process What you should hear from the team SaaS Execution Map Timeframe & milestones Work as a Real Team Common Goals, Values & Beliefs Communication, Collaboration It's time to get out of the buildingthinslices.com/saas-execution-map