1. 8 practical tips for growth

    Philosophizing about  “growth” and “growth hacking” is amble, but there is a dearth of practical tips on building a growing company. Implementing growth into an organization is a long slog and free of glamour.

    Based on my experience, I’ve worked both as an individual contributor and leading a growth team. Outside of my writing on common organizational and cultural behaviors that hampers growth, I collected a few tips from my successes and failures on growing a product.

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  2. 6 company culture attitudes that kill growth


    Company culture is the most undervalued strategy but significant dependency for success in developing a growth centric company. Technical talent and strategic focus are important to the success but skills and strategy can only take a company so far. A company must culturally reward growth.

    When I meet with companies for growth advice, I like to ask the following questions and listen to what a company says and doesn’t say. 

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  3. Everyone should be replaceable

    Super star employees

    Startup founders are required by an unspoken law to repeat the mantra, “I only hire A-players”. The desire to find and employ the best talent is grounded in minimizing team risk and fostering the best environment for growth. The wrong team can destroy a startup’s fragile culture and slow the team down, which threatens the life of a startup. 

    No company should hire the wrong team willfully; however, like Moneyball, what matters is how your team interacts with each other and rather than the individual talent of each team member. Don’t hire A-players blinding but hire for your culture, the needs of your team, and the long-run health of your company. 

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  4. Employees, think like an investor

    This week, I am visiting my family in Texas. I decided to take break from the insanity of buzzwords and ideas with no gravity that is prolific in the Valley.

    I discussed my life in the Valley with my family and what it is like to work in a startup. My parents, as most Americans, worked their way up the corporate latter to a title that starts with a “C”. I described the “startup mentality” and they replied:

    "The point of working a lot in a startup is there is not enough people to go around. There is too much work to do. You don’t just work hard for no reason."

    When I hear a friend who joined a large startup company and is working crazy hours for below market pay because of a “startup mentality” or “startup culture”, I scratch my head. The phrase “we are a startup" seems to be used as an excuse for underpaying and over-working employees, so does it make sense to be an employee at a startup? According to most prominent investors in tech, the answer is no.

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