"You can't manage what you don't measure."
This is a sample of a Dashboard, filled with elements that have been seen out in the wild, and showing how useful it is to know and act about them. It is also stating what is going well, providing reassurance.
The data are collected in a collaborative review with the team and executives. The benchmark is the "North Star" concept with a collection of principles seen in an ideal state. The aspects checked can be found below the risk status of each section.
The interpretation of the data is to some extent subjective, but always based on the StartupPilot's experience and expertise. The purpose is not to pretend a false precision, but to indicate where issues are hidden and how critical they might be.
Case Study - Startup "Hifly"
- Development: 25
- Support functions: 5
- Operations: 5
- Management: 5
funded until Q1/2020 with current staffing (but still recruiting)
# of clients required for operational break-even
# of revenue sources planned
3 different offerings, 2 can be bundled
- Product planning is detached from business case. Value of features delivered is not measured.
- Technology: Team is in a steep learning curve with Kubernetes, productivity still low
- Customers respond to a sideline of the product, leveraging it could boost growth
- Core value proposition confirmed with pilot clients
- Mid-term roadmap is largely based on unvalidated assumptions
- 2 side projects with undefined revenue potential drag on resources
- Definition of structured product development process with qualified prioritization
Background - aspects checked and challenged include: Customer orientation, maturity of product development process, effectiveness of validation, clarity of solution, stability of features delivered, prioritization process, quality of roadmap
- Maintainability is neglected, risk of rework when growth kicks in
- Significant efforts put in sophistication of infrastructure, slowing down development of business functionality
- Review infrastructure concept
- Refactorings to be planned as part of roadmap
Background - aspects checked and challenged include: Link of technology choices to business requirements, competence level of team, selection process for technology, talent market, sustainability and future outlook of tech stack
- Cross-functional teams fairly productive
- 2 roles in operations team with unclear responsibilities, causing friction
- Clarify value stream in operations
Background - aspects checked and challenged include: Org-chart vs. value chains, clarity of lead roles, availability of routine processes, process efficiency
- 1 team at risk of leaving due to unresolved issues with product owner
- Inconsistency: Expectation of "cool startup", but micro-management and mistrust expressed
- Coaching of management to improve team leadership
Background - aspects checked and challenged include: Intrinsic motivation, HR practices, clarity of vision, relevance of values, consistency claims vs reality
- Well-rehearsed development process, teams delivering well.
- Lack of ownership for projects around Security Architecture and Marketing Strategy. Run by experts in their silos.
- Sales lacking behind expectations, reasons not sufficiently understood
- Structure management meeting to regularly cover all initiatives
- Review sales and client situation
Background - aspects checked and challenged include: Maturity of management, management style, maturity of planning process, coordination and dependency management, effectiveness of feedback loops, net promoter score of mgmt team, risk management practices