Diferencia entre revisiones de «Business/Startups»

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== People ==
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* Valve - Handbook for new employees https://steamcdn-a.akamaihd.net/apps/valve/Valve_NewEmployeeHandbook.pdf
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== Reading Lists ==
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* Startup CEO “Bibliography” http://www.onlyonceblog.com/2013/11/startup-ceo-bibliography
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* AngelList new employee reading list http://venturehacks.com/articles/reading
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* https://medium.com/@rabois/reading-list-604c88ecefa4
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== OKRs ==
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https://library.gv.com/superpowers-at-work-okrs-8426c44a9d82#.b6o11lri4
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https://www.youtube.com/watch?v=mJB83EZtAjc
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1. OKRs:
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  a. Publicly available to the entire company
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  b. Not directly related to performance evaluation
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  c. Set, reviewed, and revised quarterly (and annually)
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  d. Need to be supported by leadership, (simple) tools, and (lightweight) process
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  e. Speaker recommends simple, open-source tools such as Wikis, Google Docs, etc.  (While not in the video, some tools that I found in search include: BetterWorks, 7Geese, StatusPath, Kapta, Perdoo, Weekdone)
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2. Objectives:
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  a. May or may not be measurable but must be strategic (ex: accelerate revenue growth)
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  b. Must link to (i) the OKRs at the next level up (ii) what the individual wants to work on
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  c. Limited to 5 objectives
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  d. Mostly (60%) set by the individual
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  e. Objective score is the straight, equal weighted average of the key results grades (avoid weighting)
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3. Key results:
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  a. Must be measurable (ex: launch a new product or feature; achieve win rate of x%)
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  b. Should be a little uncomfortable so that you are always striving
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  c. Self-graded quarterly (they should average 0.6 or 0.7 so there is room for improvement; 0.4 or below is bad, but a learning opportunity, not a failure)
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  d. Limited to 4 key results per objective
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== General lessons ==  
 
== General lessons ==  
  
 
* http://www.slideshare.net/laurenthaug/things-i-will-tell-my-kids-if-they-become-entrepreneurs/19-29Every_fringe_user_is_an
 
* http://www.slideshare.net/laurenthaug/things-i-will-tell-my-kids-if-they-become-entrepreneurs/19-29Every_fringe_user_is_an
 
* 43 lessons growing from $0 to $1+ million in revenue, twice http://thenextweb.com/entrepreneur/2015/06/13/43-lessons-growing-from-0-to-1-million-in-revenue-twice/
 
* 43 lessons growing from $0 to $1+ million in revenue, twice http://thenextweb.com/entrepreneur/2015/06/13/43-lessons-growing-from-0-to-1-million-in-revenue-twice/
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== Metrics ==  
 
== Metrics ==  
Línea 37: Línea 76:
  
  
== Reading Lists ==
 
  
* Startup CEO “Bibliography” http://www.onlyonceblog.com/2013/11/startup-ceo-bibliography
 
* AngelList new employee reading list http://venturehacks.com/articles/reading
 
* https://medium.com/@rabois/reading-list-604c88ecefa4
 
  
  
Línea 54: Línea 89:
  
  
== People ==
 
 
* Valve - Handbook for new employees https://steamcdn-a.akamaihd.net/apps/valve/Valve_NewEmployeeHandbook.pdf
 
 
=== OKRs ===
 
 
https://library.gv.com/superpowers-at-work-okrs-8426c44a9d82#.b6o11lri4
 
https://www.youtube.com/watch?v=mJB83EZtAjc
 
 
1. OKRs:
 
  a. Publicly available to the entire company
 
  b. Not directly related to performance evaluation
 
  c. Set, reviewed, and revised quarterly (and annually)
 
  d. Need to be supported by leadership, (simple) tools, and (lightweight) process
 
  e. Speaker recommends simple, open-source tools such as Wikis, Google Docs, etc.  (While not in the video, some tools that I found in search include: BetterWorks, 7Geese, StatusPath, Kapta, Perdoo, Weekdone)
 
 
2. Objectives:
 
  a. May or may not be measurable but must be strategic (ex: accelerate revenue growth)
 
  b. Must link to (i) the OKRs at the next level up (ii) what the individual wants to work on
 
  c. Limited to 5 objectives
 
  d. Mostly (60%) set by the individual
 
  e. Objective score is the straight, equal weighted average of the key results grades (avoid weighting)
 
 
3. Key results:
 
  a. Must be measurable (ex: launch a new product or feature; achieve win rate of x%)
 
  b. Should be a little uncomfortable so that you are always striving
 
  c. Self-graded quarterly (they should average 0.6 or 0.7 so there is room for improvement; 0.4 or below is bad, but a learning opportunity, not a failure)
 
  d. Limited to 4 key results per objective
 
  
  
 
See also [[Money]]
 
See also [[Money]]

Revisión del 08:08 21 mar 2019

People


Reading Lists


OKRs

https://library.gv.com/superpowers-at-work-okrs-8426c44a9d82#.b6o11lri4 https://www.youtube.com/watch?v=mJB83EZtAjc

1. OKRs:

 a.	Publicly available to the entire company
 b.	Not directly related to performance evaluation
 c.	Set, reviewed, and revised quarterly (and annually)
 d.	Need to be supported by leadership, (simple) tools, and (lightweight) process
 e.	Speaker recommends simple, open-source tools such as Wikis, Google Docs, etc.  (While not in the video, some tools that I found in search include: BetterWorks, 7Geese, StatusPath, Kapta, Perdoo, Weekdone)

2. Objectives:

 a.	May or may not be measurable but must be strategic (ex: accelerate revenue growth)
 b.	Must link to (i) the OKRs at the next level up (ii) what the individual wants to work on
 c.	Limited to 5 objectives 
 d.	Mostly (60%) set by the individual
 e.	Objective score is the straight, equal weighted average of the key results grades (avoid weighting)

3. Key results:

 a.	Must be measurable (ex: launch a new product or feature; achieve win rate of x%)
 b.	Should be a little uncomfortable so that you are always striving 
 c.	Self-graded quarterly (they should average 0.6 or 0.7 so there is room for improvement; 0.4 or below is bad, but a learning opportunity, not a failure)
 d.	Limited to 4 key results per objective


General lessons


Metrics


Sales

See algo: http://wiki.furilo.com/index.php/Online_Marketing#Sales


Funding/Decks


Cap Tables Templates


VCs



Selling


IPOs



See also Money