How To Create a Winning Culture in a High Growth Startup by Max Eskell, Head of Product @Monese
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Let's face it, managing employees in a high growth startup can be very challenging. There’s often a tradeoff between cost and consistency on the one hand vs. accountability, speed, collaboration and customer centricity on the other. - How do you make sure you are building the most valuable experience? - How do you get faster when you grow? - How do hire and retain the best people in the world? - Most importantly, how do you do all of this while making sure everyone thrives? Max Eskell, Head of Product at Monese, diving into this topic and giving insights on what happens when you let your teams run the company instead of telling them how to do their jobs. With 14+ years’ experience in digital products Max has incredible stories about how his principles of running his team will help turn Monese into the next Unicorn. Implementing the flattest hierarchy any startup has ever seen has had a huge impact on people. Some people can handle this unique culture, others can’t, which makes hiring extremely challenging, but all the more valuable when it comes to a successful and sustainable hire.
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How To Create a Winning Culture in a High Growth Startup by Max Eskell, Head of Product @Monese
- 4. VALUE
- 5. FOCUS ON THE PROBLEM
- 16. Hire the best PLs we can, and keep raising the bar Monese becomes the place to be for product leaders Establish a reputation Put the teams in charge and make the leaders accountable Empower the teams Teams have the capacity and capability to build world-class products Build world-class products Build dedicate, co-located and aligned teams and give everyone the best guidance, feedback and support Build high-performing teams
- 22. TOP TIPS: Do not copy us Think holistically Make trade-offs explicit Make alignment explicit
- 23. APPENDIX
- 24. Monese - Why the company exists, the problem it solves (mission) - Provide financial freedom for people to live, study and work anywhere in the world - Where the company wants to be in the future (vision) - The main account for millions of people in fifty countries all over the world - What people in the company value (values) - Collaboration - Passion - Moving the solution forward - What is important to the company now (goals, OKRs) - Confidential - How the company makes money - We win when the customer wins - Clear and transparent - How the company works - Centralised, decentralised - Formal, informal - Hierarchical, flat - How people treat conflict - Hunger games, radical candor, conflict free
- 25. Make trade-offs explicitly We value: - Accountability - Speed - Customer centricity Over: - Cost - Consistency - Control
Notas do Editor
- The Gordian Knot is a legend of Phrygian Gordium associated with Alexander the Great. It is often used as a metaphor for an intractable problem (untying an impossibly-tangled knot) solved easily by finding an approach to the problem that renders the perceived constraints of the problem moot ("cutting the Gordian knot"):Add an anecdote here - use Mastercard story
- How do you make sure you are building the most valuable experience? Most valuable experience Value = Delightful, adds revenue & hard to copy - Gibson Bidle Monese team principles: Alignment - understand who we are and why we exist Dedicated - know the most about the customer, the product and the code Co-located - all you need in one place Empowered - the team decisions what to build, when
- Alignment We are solving a clear problem - allow people to be free Why the company exists, the problem it solves (mission) Where the company wants to be in the future (vision) What people in the company value (values) What is important to the company now (goals, OKRs) How the company makes money How the company works Centralised, decentralised Formal, informal Hierarchical, flat How people treat conflict Hunger games, radical candor, conflict free
- Dedicated Team have all they needed to get 99% work done in the team No fighting for resource No budgets No requests/cases/politics Expertise Product - consistent, holistic experience Code - what to refactor, how long things will take, make work faster Customer - segments now and future DEVOPS Changes are fast No hand-offs Changes are cheap No meetings/committees
- Co-located We are humans See eachother every day Hundreds of small interactions a day Trust Solve problems quickly People do not feel left out
- Empowered The team are the best people to make decisions if: The team know the most about the customer The team knows the most about product information The team knows the most about the code The team gets information the right context others (leaders role)
- Tools not rules Split how and what Have a stable core Hire the right pepple Separate straetegix from tactical
- Tools not rules Rules are used as a crutch ‘I followed the rules’ Rules stop innovation ‘This is how it is done’
- Split what and how What - teams How - chapters
- Have a stable core You cannot have chaos and ambiguity everywhere SoS Review
- Hire the right people Strong execution/reliable Do not need to train or upskill Mature Diverse in thought, background
- Strategic & tactical Strategic - need more thinking Tactical - just execute
- Build a flywheel – self sustaining
- Hire most passionate & capable people Raise the bar each time Only hire who have downloaded, use and critique the app Reputation for execution Passion in purpose - free
- build high performing teams Need the best leaders (above) Dedicated, co-located, aligned & empowered Take performance management seriously Have strong feedback culture
- Empower the teams Need leaders & high-performing , them empower Hold people to account
- Build world class products Need all of the above Lead them well (roll-model, feedback, coaching,
- Build a reputation Speak at events Be successful