High Growth Handbook

How much do I want to read more? 7/10

This books seems like describing how to scale a startup from 15 to one thousand employees.
Not really the one thing I am looking for. No doubt it might be interesting for others.
The author knows his stuff, he worked at the most well known startup in Sillicon Valley in their early stages, and left after they skyrocketed.
It's actually nice to read so far.

"If you want the chance to turn your start-up into the next Google or Twitter, then read this trenchant guide from someone who played key roles in the growth of these companies."
-- Reid Hoffman, cofounder of LinkedIn,

A NOTE TO READERS- How to use this book

Many of the sections of this book started life as blog posts on my website, blog.eladgil.com, where I’ve been writing since 2007.

A MESSAGE FROM ELAD - Welome to the High Growth Handbook

A lot has been written about the early stages of establishing a technology startup, from fundraising and searching for product/market fit to early.
ery little tactical advice exists about scaling a company from 10 or 20 employees to thousands.

Every high-growth company eventually needs to tackle the same set of challenges around organizational structure, late-stage fundraising, culture, hiring executives for roles the founders don’t understand, buying other companies, and more.

All startup advice is only useful in context, and I am a firm believer that the only good generic startup advice is that there is no good generic startup advice.

WHERE TO GO AFTER PRODUCT/MARKET FIT - An interview with Marc Andreessen

It’s a thrilling thing to build a new product, then watch as consumers actually pick it up.

After you’ve achieved product/market fit, what do you think are the most important determinants of a company’s success?
You have your first product working, everything is scaling, everything seems to be going great, but now it’s time for you to do these three things. What are those things in your mind, or what are the most common issues people run into?

Marc Andreessen:

I think there are three big categories.

1/the main thing becomes taking the market—which is to say, figuring out how to get the product to the entire market.
The thing that is so essential that people need to understand is that the world is a really big place. the markets are bigger than before.

2/Number two is getting to the next product.
We are in a product cycle business. Which is to say that every product in tech becomes obsolete, and they become obsolete pretty quickly.
if you don’t keep innovating—your product will go stale. And somebody will come out with a better product and displace you.

the general model for successful tech companies, contrary to myth and legend, is that they become distribution-centric rather than product-centric.
They become a distribution channel, so they can get to the world. And then they put many new products through that distribution channel.

3/the third thing: “everything else,”
finance, HR, legal, marketing, PR, investor relations, and recruiting.
HR has to be taken seriously.

In the consumer world, it’s not true because people have plenty of existing things they can spend their time on. They have to be convinced to try the next new thing. And so whether you want to call that marketing or growth hacking or user acquisition or whatever you want to call it, there’s some distribution function there, for all these things, that’s critical.

If you stick to the early adopters, you’ll get 5% of the market, but you’re not going to get 95% of the market.
Every single time we say, “Oh, this startup is unique. There’s some unique product here and there’s not going to be competition,” invariably six months later there are 20 venture-backed competitors doing the exact same thing.
if the early guys don’t get to the other 95% of the market, somebody else is going to go take it away.