Content
@
1 reply
0 recast
2 reactions
founder j
@jethid
hot take: for a sufficiently innovative potential product, the tiniest teams are most likely to find the winning combination imagine being J.K. Rowling writing the first draft of Harry Potter and you have a fully staffed team. you have: - A "character director" who serves as the guardian of character consistency - A "dialog designer" who specializes in high quality dialog between characters - A "plot writer" who specializes in writing compelling subplots - A "paragrapher" who typesets paragraphs into pleasing and not too lengthy segments - A "chapter manager" who ensures chapters don't run too long and are appropriate in length - A "Harry Potter" manager who leads a team responsible for fleshing out his motivations, his decisions, his character arc - A "Hermione Granger" manager + team, ditto as Harry - A "Mopsus" manager + team, who was managing a key character who got cut. Leading to a difficult conversation, many tears and lowered morale
3 replies
3 recasts
36 reactions
nathan
@nathaninweb3
From my experience, scaling of the team should only be considered when the product is either very close or in some cases even live. Only then should the focus switch from innovation, to growth. Even at that innovation may still be at the forefront so scaling is always tricky. When to scale? How to scale? Why am I scaling? All questions that people skip over because they want to accelerate xyz process and unfortunately in many minds that must be done via onboarding personnel. When in reality this can have net negative effect.
0 reply
0 recast
1 reaction
