Obviously anyone that tries to, or even just a single person that tries to promise that without irony, the hard part is, you back yourself into a corner if you’ve been saying the same thing for five years, and it will come out. So the whole point of where LIDAR comes into play is to solve that problem. You take a look at all these fancy, crazy technology developments and everything, and like, “Okay, what’s with this model? It’s ads?” This is a completely different level of complexity that requires a different level of cross-functional understanding, all the way from the fundamental aspects of how the technology works, all the way up through the staff, and that’s why it makes it a little bit different and very important for leadership and whoever is leading the company to be able to have that full staff understanding and be able to drive the business forward. When you take a look at, where does all of Google’s and Facebook’s revenue come from? Ads, really that’s what. Even just carving out the fundamentals of the business ball. For this, this really is something that from a technological perspective, as well as business perspective, it’s never been done. Where they’re having people that have built internet-related companies and social media-related work and had executed on paths and visions for those different types of businesses. The hard part about this business though, is this isn’t like your average internet company here. You’ve got to get the right insight into the right folks in terms of how to set this stuff up. But had a similar type of cross-functional org structure for a huge period of time throughout Amazon’s growth trajectory and curve, and among many other companies that really set that up. You mentioned Bezos here, just finally handed that off, which is great to be able to see. So it’s a little bit of a different setup than maybe you would have with some of those folks, but at the same time, not uncommon at all. Where it’s really my job to synthesize all of that information and be able to make corresponding business and technical decisions based on that path, and rely on the team from an execution perspective, to be able to see that vision through. As it relates to step-by-step through all of this, I don’t think there’s any single person that is actually hired to take the reins of the grownup doing X, Y or Z, rather : Build the rock star team of all the respective leaders in their field, and build a cross-functional org structure where you have a clear set of responsibilities for each one of these folks. It’s something that I’ve been doing, to be frank, this whole time throughout our journey. The key thing here is that it’s something that we’ve been doing. You know, it’s a great question for that. And this is where it’s critical to have the frame of mind that combines all the different areas of the business and all the different aspects of a product and everything that comes into play and having the technical understanding of that as well, which is not always a given, in order to be able to succeed and scale. You can’t do engineering in a vacuum, or product management in a vacuum, or commercial work in a vacuum. There’s a lot of stuff that has to happen, but they’re all synergistic. But there’s no question that there’s a lot of balls to juggle. And that’s something that I absolutely still am hands on in. As we scale up, it’s still absolutely critical to not just keep a pulse on product and product development, but still to be able to shape that with the same vision that you have and make sure that stays on track, make sure that we can easily drive forward with all the new inputs that you have and continuously shape the future of how you see that playing out. Obviously in the beginning it was all that, 100 percent just diving deep with the team.
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