DT
I am so Smart! S-M-R-T!
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Without taking a long time to sit down and write an actual business plan, a real model for moving forward, informed by existing analytics, SMEs, client discussions, here's my own shitty $0.02 on how I would've approached this:
Don't buy Twitter
Don't pay $44B
OK, so clearly, we're past that ...
Do a company wide audit to determine costs, from infrastructure to the snack bar (side note: the grocery by the SF Twitter offices is amazing ...), get a baseline for costs vs. revenue (this is usually done during DD), but don't throw the baby out with the bathwater, tech companies are people companies (See below)
Identify the talent, what's needed, who's filling those roles, is there staff imbalance, too many low end coders vs. QA for example, if someone is good, and their skills are portable (or easily retrained), don't let them go, good products are developed under good situations, this whole idea of 80 hours in an "I could lose my job anytime" environment, is bullshit
Determine exactly what the product is, get vertical, focus on perfecting that vs. trying to be a social network, a town square, an ad platform, a transaction system
Communicate with the clients, the people who pay the bills, the advertisers, give them assurances that their money is being well spent, find new opportunities and create client retention by servicing them better
The "product" for clients are the users, us, the people, focus on retention, a positive user experience by way of people seeing what they want, not seeing what they don't, i.e., f***ing curation and control of the content, people leave, there's no product for the client, no clients means no revenue
Holy hell, it's business 101 ... it's not rocket science.
Don't pay $44B
OK, so clearly, we're past that ...
Do a company wide audit to determine costs, from infrastructure to the snack bar (side note: the grocery by the SF Twitter offices is amazing ...), get a baseline for costs vs. revenue (this is usually done during DD), but don't throw the baby out with the bathwater, tech companies are people companies (See below)
Identify the talent, what's needed, who's filling those roles, is there staff imbalance, too many low end coders vs. QA for example, if someone is good, and their skills are portable (or easily retrained), don't let them go, good products are developed under good situations, this whole idea of 80 hours in an "I could lose my job anytime" environment, is bullshit
Determine exactly what the product is, get vertical, focus on perfecting that vs. trying to be a social network, a town square, an ad platform, a transaction system
Communicate with the clients, the people who pay the bills, the advertisers, give them assurances that their money is being well spent, find new opportunities and create client retention by servicing them better
The "product" for clients are the users, us, the people, focus on retention, a positive user experience by way of people seeing what they want, not seeing what they don't, i.e., f***ing curation and control of the content, people leave, there's no product for the client, no clients means no revenue
Holy hell, it's business 101 ... it's not rocket science.