InterVenture 360° Tech Consulting


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Helping startup founders make the right tech decisions.

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InterVenture 360° Tech Consulting

  2. 2. Where it Begins Many business ideas of today constitute of elements from different areas of expertise. Food production may depend on transportation, transportation may depend on route planning, route planning may depend on weather services and real-time traffic information. Each of these links comes with its own tricks of the trade. Fail in one element, and the business fails as a whole - either by not providing its services, or by not fitting within price range expected by the market. Hit all the elements right, and business will grow and prosper. And each of the links in the business chain depends on ultimate component - software. Not on people, not on luck, but on machines and programs that run them. Great Expectations... Some parts of the future business can be - and should be - offloaded to specialized service providers. But still the core of the business remains, and that is where startups expect to beat the competition. It is not only the idea that makes the difference. Startups are often aware that they must be backed by a tailored software solution. This software solution is meant to make life easier and to provide many vital services to the business: •  Help acquire new end users from the Internet, social networks, etc. •  Provide e-commerce services •  Cut production costs by letting the leadership organize processes •  Back business decisions by providing reports •  Cut intelligence costs by consuming commercial data services None of these goals can be achieved without a proper software. Depending on particular business needs, some of the goals are more valuable than others. Some companies grossly depend on online customers. Others may depend on business intelligence and ability to seize sudden opportunities. Yet another business may be operating in a tiny margin trade, which vitally depends on massive electronic services. The best software solution is the one that seamlessly incorporates into the particular business so that desired goals can be performed. Page 2 of 6
  3. 3. ... and Common Pitfalls The most common mistake that startups make is to underestimate the software part of the business. Pilot projects are very often treated as an unpleasant necessity, rather than a valuable company's asset. There are several mantras that recur among the startup owners: •  Just make it work •  We'll write it all over properly when we grab the market •  We don't have budget These same ideas could be applied to any part of the business, but anyway, they are specifically reserved for software. Reason for this misunderstanding is that many startups consider software a kind of a magic, which can easily be stripped down and replaced with an update that solves all the problems. But it is not like that. Here is one indicative quote from Robert C. Martin, one of the most influential software practitioners: "I know of one company that, in the late 80s, wrote a killer app. It was very popular, and lots of professionals bought and used it. But then the release cycles began to stretch. Bugs were not repaired from one release to the next. Load times grew and crashes increased. I remember the day I shut the product down in frustration and never used it again. The company went out of business a short time after that. Two decades later I met one of the early employees of that company and asked him what had happened. The answer confirmed my fears. They had rushed the product to market and had made a huge mess in the code. As they added more and more features, the code got worse and worse until they simply could not manage it any longer. It was the bad code that brought the company down.”   Page 3 of 6
  4. 4. Startups often discover problems with their software too late. The quote above tells a story of a typical software solution that grabbed the market and started bringing revenues. But with revenues, there comes the never ending stream of requests for new features. If software solution was not properly built the first time, there will be no way to fix it later. In many cases the idea of building the whole solution from scratch later is part of the picture. But existing software is changing rapidly and company must assemble the second team to write everything once again - this time right. But the new team is already months late. Even worse, as new features are added to the production software, same new features must be added simultaneously to the parallel track. That makes it near to impossible for the second team to ever catch up with the first one. The whole process leads to an ill situation, very common in practice, in which company runs on two tracks and both are failing. There is no nice way to say this: Badly conceived software brings the operation down.   Page 4 of 6 …the same way as a cart in front of a horse won’t take you anywhere.  
  5. 5. A Helping Hand We are in the software industry for many years. We have seen projects that flourish and projects that fade. We can provide technical guidance so that business owners can make informed decisions before starting the company and when product hits the market. We recognize that there are no ready-made solutions because there are no ready-made businesses. Every trade has its own ups and downs and we are there to help choose the best development strategy in the field of technology. We are there to help startups avoid monkey-see-monkey-do mentality, which we recognize all too often. It is impossible for a company to just copy from competition because if it does that, the result can only be to become almost as good as the competition. Instead, business wants to beat the competition with its innovative ideas and solutions to problems. We can help decision makers discover the best fit software solution that can drive an idea to the market. We are there to help decision makers avoid following technology trends without knowing the consequences. We want our partners to understand what value different technologies can offer to a particular business. We do not push the decisions, but rather provide the information and explanations. It is always on the business owners to decide. Our greatest achievement is when we help owners understand why their decisions are the right ones.             Page 5 of 6
  6. 6. InterVenture Switzerland InterVenture Nearshoring GmbH Luegislandstrasse 105" 8051 Zurich - Switzerland Tel. +41 43 299 69 70 InterVenture Serbia InterVenture d.o.o. Kneza Danila 56" 11000 Belgrade - Serbia Tel. +381 11 240 58 54 In partnership with   Marko Djuric Managing Partner Tel. +381 62 16 069 16 Dejan Dojcinovic Managing Partner Tel. +41 78 665 19 81 Your Points of Contact