Airbnb CEO Brian Chesky tells Jason Calicanis focus almost ALL of their energy and time on three things:
1) product
2) marketing
3) hiring
And building one fully-integrated organization.
No splintered divisions or subdivisions.
There is ONE roadmap, with two annual release cycles (May and November).
This helps alignment - with teams focussing on one direction and one goal!
He found that more divisions and smaller teams with different goals -made them think smaller, not BIGGER, created a lack of accountability and more bureaucracy and unnecessary internal politics… resulting in fewer decisions being made and stagnation
At Airbnb, the management team now aims for less bureaucracy and higher-quality product releases.
Brian is now hands-on with EVERY product decision, and things have never been running smoother.
He spends almost all of his time:
1) reviewing work (product + marketing) and
2) hiring people, while spending almost no time on "corporate matters."
- Be more hands on - focus on product, hiring and marketing
- Focus on an aligned strategy agreed by all
- Reduce bureaucracy and internal politics
Comments
Ha Nguyen
I’ve heard from those inside the company that AirBnB is the slowest moving company where folks have ever worked.
The challenge for startup founders is how to make sure you create a culture and environment where individuals and teams are aligned around priorities but still feel a sense of empowerment and accountability (and not sacrifice speed).
Wow! Need a Brian 101 on how to run a successful product-based company. Working in silos, not relating to one another's roadmaps, and generating unnecessary noise and bureaucracy seem to be widespread issues across organizations. And then we expect end users to tell us what works best and what doesn't when there is so much turmoil internally!
What strategies can be done to prevent Working in silos, not relating to one another's roadmaps, and generating unnecessary noise and bureaucracy ?
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