Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
OMER NASHAAD
KHAN MOHAMMAD FAISAL
NETWORK
ALIGN
CREATE
DISTRIBUTE
HOW TO
“Gather the right Team”
TEAMS
Understanding
Where do you stand?
Identify if you have a team, or if you are
building one from scratch.
If you have a team, your company...
THE ‘I’ STACK
You are your first
and primary team.
Dualism?
How many of you typically fulfill more than
one role in your startup?
Dualism?
How many of you typically fulfill more than
one role in your startup?
How about two specialized jobs? Three?
THE ‘I’ STACK
Manager

Programmer

Accountant

Executive

Writer

Musician

Delivery Guy

Designer

Photographer
(Initial)

THE ‘WE’ STACK
“Natural” Role Division
Reviewing Music
Writing Articles
Music Production

FAISAL

Facebook, Soundcloud, Site Management
Global Outreach
Artist Ma...
Reviewing Music
Live Performances
Music Production

OMER

Website and Content Design
Presentations, talks
Event Management...
Common denominator?
Reviewing Music

Reviewing Music

Writing Articles

Live Performances

Music Production

Music Production

Facebook, Sound...
Complementary

(of two or more different things) combining
in such a way as to enhance or emphasize
each other's qualities...
Reviewing Music

Reviewing Music

Writing Articles

Live Performances

Music Production

Music Production

Facebook, Sound...
Reviewing Music

Reviewing Music

Writing Articles

Live Performances

Music Production

Music Production

Facebook, Sound...
Discover the minimum
operational stack
In the simplest terms, establish

Engine. The core attributes that create value and
drive your basic startup.
Business Model. How you Create, deliver, capture
Value.
Business Model. How you Create, deliver, capture
Value.
‘Engine’ > Business and Revenue Model
(early stages)
Competencies. What is the set of competencies in
your team your “engine” cannot do without?
Competencies. What is the set of competencies in
your team your “engine” cannot do without?
Prioritize.
Competencies. What is the set of competencies in
your team your “engine” cannot do without?
Prioritize.
There’s opportunity cost at every step. Better
come to terms with limitations early than be
disappointed!
It’s...
TEAMS
Expanding
HORIZONTAL
VS
VERTICAL
HORIZONTAL
VS
VERTICAL
How would you grow?
Reviewing Music

Reviewing Music

Writing Articles

Live Performances

Music Production

Music Production

Facebook, Sound...
Core. Vertical First.
We try to grow our most important competencies,
and involve them full time, strongly bound.
This ach...
Horizontal. Second.

We try to minimize cost, especially of complexity by creating
loosely bound ad hoc teams to run fragm...
Analogous to:

MASS X VELOCITY
=MOMENTUM
Natural Growth. Some of our core members have
been the early adopters, converted into team
members after consistent partic...
Hiring & Recruiting
Undershoot. It’s better to undershoot and hire less
extra hand, hire a vendor than to worry about
addi...
TEAMS

Operating Startup
Growth in
Communication
&
Presence
Facebook Group

Google Docs.
Facebook Group
Facebook Page

Google Docs.
Facebook Group
Facebook Page
Facebook Admin Group

Google Docs.
Facebook Group
Facebook Page
Facebook Admin Group
Skype

Google Docs.
Facebook Group
Facebook Page
Facebook Admin Group
Skype
Official Emails

Google Docs.
Facebook Group
Facebook Page
Facebook Admin Group
Skype
Official Emails
Soundcloud

Google Docs.
Facebook Group
Facebook Page
Facebook Admin Group
Skype
Official Emails
Soundcloud
Website
Google Docs.
Facebook Group
Facebook Page
Facebook Admin Group
Skype
Official Emails
Soundcloud
Website
Flickr
Google Docs.
..
.
Website
Flickr
ReverbNation

Google Docs.
..
.
Website
Flickr
ReverbNation
Apps

Google Docs.
..
.
Website
Flickr
ReverbNation
Apps
PODIO, project management

Google Docs.
..
.
Website
Flickr
ReverbNation
Apps
PODIO, project management
DES/Connect.Collaborate.Share
Google Docs.
COMMUNICATION

NETWORKING

ORGANIZATION

INTERNAL
TEAMS

Motivating&Sustaining
Motivation & Incentive. Startups such as ours
usually begin with very low capital. Often it rolls
quite well before the ne...
MOTIVATING YOUR TEAM
INSPIRE.
Pull your team, not push. If you are a chef
starting up a kitchen, you better be good. You n...
MOTIVATING YOUR TEAM
LEARN.BOND.
You are a startup. Not a multinational. It’s okay (and
entirely feasible) to find out str...
MOTIVATING YOUR TEAM
MANAGE CONFLICT
There will be disagreements, clash of authority and
difficulty in decision making. Yo...
MOTIVATING YOUR TEAM
MANAGE CONFLICT

Keep a bargaining chip handy.
MOTIVATING YOUR TEAM
REWARD
Each member has is in it for a different reason. The
revenue flow isn’t solid, so whether it’s...
LET YOUR TEAM REACH THEIR OWN GOALS
MOTIVATING YOUR TEAM
FLEXIBILITY
Startups are all about change. Many of the leading
companies in the world set out to make...
FOUNDATION MEETUPS
GROW TOGETHER
TEAMS
Supporting Growth
Continuous Growth. If momentum is the most
important thing for a startup, then growth is
essential in driving it.
Teams ne...
Q/A
TWITTER OMERNASHAAD
TWITTER DESounds
www.dhakaelectronica.com
Dhaka Electronica Scene on Team Management
Dhaka Electronica Scene on Team Management
Dhaka Electronica Scene on Team Management
Dhaka Electronica Scene on Team Management
Upcoming SlideShare
Loading in …5
×

Dhaka Electronica Scene on Team Management

469 views

Published on

Dhaka Electronica Scene founders on managing teams.

Published in: Education, Technology, Business
  • Be the first to comment

  • Be the first to like this

Dhaka Electronica Scene on Team Management

  1. 1. OMER NASHAAD KHAN MOHAMMAD FAISAL
  2. 2. NETWORK ALIGN CREATE DISTRIBUTE
  3. 3. HOW TO “Gather the right Team”
  4. 4. TEAMS Understanding
  5. 5. Where do you stand? Identify if you have a team, or if you are building one from scratch. If you have a team, your company size and what is your immediate and future vision.
  6. 6. THE ‘I’ STACK You are your first and primary team.
  7. 7. Dualism? How many of you typically fulfill more than one role in your startup?
  8. 8. Dualism? How many of you typically fulfill more than one role in your startup? How about two specialized jobs? Three?
  9. 9. THE ‘I’ STACK Manager Programmer Accountant Executive Writer Musician Delivery Guy Designer Photographer
  10. 10. (Initial) THE ‘WE’ STACK
  11. 11. “Natural” Role Division
  12. 12. Reviewing Music Writing Articles Music Production FAISAL Facebook, Soundcloud, Site Management Global Outreach Artist Management and Recruiting Networking - Networks, Artists, Labels
  13. 13. Reviewing Music Live Performances Music Production OMER Website and Content Design Presentations, talks Event Management and Photography Training
  14. 14. Common denominator?
  15. 15. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
  16. 16. Complementary (of two or more different things) combining in such a way as to enhance or emphasize each other's qualities: three guitarists playing interlocking, complementary parts.
  17. 17. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
  18. 18. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
  19. 19. Discover the minimum operational stack
  20. 20. In the simplest terms, establish Engine. The core attributes that create value and drive your basic startup.
  21. 21. Business Model. How you Create, deliver, capture Value.
  22. 22. Business Model. How you Create, deliver, capture Value. ‘Engine’ > Business and Revenue Model (early stages)
  23. 23. Competencies. What is the set of competencies in your team your “engine” cannot do without?
  24. 24. Competencies. What is the set of competencies in your team your “engine” cannot do without?
  25. 25. Prioritize. Competencies. What is the set of competencies in your team your “engine” cannot do without?
  26. 26. Prioritize. There’s opportunity cost at every step. Better come to terms with limitations early than be disappointed! It’s important to chose specific attributes where you excel, and focus on being the best at specifically those.
  27. 27. TEAMS Expanding
  28. 28. HORIZONTAL VS VERTICAL
  29. 29. HORIZONTAL VS VERTICAL How would you grow?
  30. 30. Reviewing Music Reviewing Music Writing Articles Live Performances Music Production Music Production Facebook, Soundcloud, Site Management Website and Content Design Global Outreach Presentations and Talks Artist Management and Recruiting Event Management, Photos Networking - Networks, Artists, Labels Training and Workshops
  31. 31. Core. Vertical First. We try to grow our most important competencies, and involve them full time, strongly bound. This achieves: Diversity . Depth . Richness . Quantity MASS
  32. 32. Horizontal. Second. We try to minimize cost, especially of complexity by creating loosely bound ad hoc teams to run fragmented tasks across a larger landscape. Sometimes the teams are just the founders, working harder, contributing bonus value to the company, playing multiple roles in addition to main jobs. This achieves: More Uniform Quality . Simplicity . Reliability . Affordability . Speed . Networking . Growth VELOCITY
  33. 33. Analogous to: MASS X VELOCITY
  34. 34. =MOMENTUM
  35. 35. Natural Growth. Some of our core members have been the early adopters, converted into team members after consistent participation. Higher Motivation . Larger Goals . Diverse Scope. More Talent
  36. 36. Hiring & Recruiting Undershoot. It’s better to undershoot and hire less extra hand, hire a vendor than to worry about additional payment, management and social overhead of “mid levels.” Don’t add redundancy. Take advantage of SAAS Services and “on-demand software”
  37. 37. TEAMS Operating Startup
  38. 38. Growth in Communication & Presence
  39. 39. Facebook Group Google Docs.
  40. 40. Facebook Group Facebook Page Google Docs.
  41. 41. Facebook Group Facebook Page Facebook Admin Group Google Docs.
  42. 42. Facebook Group Facebook Page Facebook Admin Group Skype Google Docs.
  43. 43. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Google Docs.
  44. 44. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Soundcloud Google Docs.
  45. 45. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Soundcloud Website Google Docs.
  46. 46. Facebook Group Facebook Page Facebook Admin Group Skype Official Emails Soundcloud Website Flickr Google Docs.
  47. 47. .. . Website Flickr ReverbNation Google Docs.
  48. 48. .. . Website Flickr ReverbNation Apps Google Docs.
  49. 49. .. . Website Flickr ReverbNation Apps PODIO, project management Google Docs.
  50. 50. .. . Website Flickr ReverbNation Apps PODIO, project management DES/Connect.Collaborate.Share Google Docs.
  51. 51. COMMUNICATION NETWORKING ORGANIZATION INTERNAL
  52. 52. TEAMS Motivating&Sustaining
  53. 53. Motivation & Incentive. Startups such as ours usually begin with very low capital. Often it rolls quite well before the need occurs to gather investments. During this time, the founders typically work with very small number of team members who are integral to the foundation and momentum needed to execute your vision.
  54. 54. MOTIVATING YOUR TEAM INSPIRE. Pull your team, not push. If you are a chef starting up a kitchen, you better be good. You need to continue to strive to excel. What have you done lately, to inspire *your* team?
  55. 55. MOTIVATING YOUR TEAM LEARN.BOND. You are a startup. Not a multinational. It’s okay (and entirely feasible) to find out strengths and weaknesses on and off of work of your core team. Anticipating, supporting s&w of your teammates will allow them to build trust, and share your vision.
  56. 56. MOTIVATING YOUR TEAM MANAGE CONFLICT There will be disagreements, clash of authority and difficulty in decision making. You don’t have a Board of Investors to make one for you. Identify and clarify one thing most important to you very early. Trust your team, and don’t fight everything; it’s good to let go.
  57. 57. MOTIVATING YOUR TEAM MANAGE CONFLICT Keep a bargaining chip handy.
  58. 58. MOTIVATING YOUR TEAM REWARD Each member has is in it for a different reason. The revenue flow isn’t solid, so whether it’s for experience, for the thrills or dreams, they are there to meet their own goals. Understand what they are. Return Value the best way possible.
  59. 59. LET YOUR TEAM REACH THEIR OWN GOALS
  60. 60. MOTIVATING YOUR TEAM FLEXIBILITY Startups are all about change. Many of the leading companies in the world set out to make completely different products than they sell today. Teams can change too, be open and flexible on matters of preference. Show respect and gratitude when due.
  61. 61. FOUNDATION MEETUPS
  62. 62. GROW TOGETHER
  63. 63. TEAMS Supporting Growth
  64. 64. Continuous Growth. If momentum is the most important thing for a startup, then growth is essential in driving it. Teams need to continuously grow in both Quantity and Quality WORKSHOPS . CONFERENCES . STARTUP BASHES AFFILIATIONS . CAMPAIGNS . COMPETITIONS . NETWORKING WEEKLY HANGOUTS
  65. 65. Q/A TWITTER OMERNASHAAD TWITTER DESounds www.dhakaelectronica.com

×