Going for 10X: Building teams in a Hyper-Competitive Market by Jacob Singh at #AgileIndia2019
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Grofers doubled its revenue every 6 months for the last 2 years. In January of 2019, we did it in one month. During this time, we've gone through 2 funding crunches, brutal government regulation changes and the entrance of two behemoths (AMZ and WALL) as direct competitors. This talk will explore how to optimize the organization towards big bets, and how we have created a culture of risk taking, managed chaos and rapid alignment to push through changes like: The 2nd largest membership program in India in 2 months A sale we set up in 2 weeks that doubled our revenue A logistic innovation which halved our cost AND errors within 3 months Launched 600 private label products in 6 months If you struggle to get your teams to see the bigger picture, or work together on "the most important" thing, maybe this will be helpful for you. More details: https://confengine.com/agile-india-2019/proposal/9545/going-for-10x-building-teams-in-a-hyper-competitive-market Conference link: https://2019.agileindia.org
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Going for 10X: Building teams in a Hyper-Competitive Market by Jacob Singh at #AgileIndia2019
- 1. Press Start Innovation at scale A community of purpose
- 3. PC: Soumya Singh, Auto Rickshaw
- 8. What do you do?
- 9. Oh, you’re the other Big Basket…
- 10. Didn’t you go out of business?
- 18. Fruit and veg Express Gourmet No to good ideas; yes to a great one.
- 21. Why
- 22. We are not special
- 24. Innovation
- 26. An innovative organization is an effective community of people with purpose
- 30. 2-3 month release cycle
- 31. Tech Innovation Not transparent Slow release cycle Specs No retros
- 32. F@#K scrum
- 33. We totally do scrum
- 37. Tech Innovation Late on everything Skill based priority Poor quality
- 38. X-FUNCTIONAL TEAMS THE ALL TEAM TEST
- 40. “It’s great that tech is so transparent now and we’re getting a lot done, but I don’t know why the F@#k we’re building any of the stuff we’re building” - Albinder Dhindsa, CEO @ Grofers Albi on Scrum:
- 44. Output driven teams Domain teams • Shopping cart • Landing pages • Payments • Search • Data science Problems • What if I don’t need new payment providers? • How do these teams map outside of tech? • How do I measure impact?
- 45. Tech Innovation Incremental change Micro-optimization Hard to measure value
- 47. Output teams -> Outcome teams Output teams • Shopping cart • Landing pages • Payments • Search • Data science Outcome teams • Acquisition • Retention • Conversion • Personalization • Customer satisfaction
- 51. Regrettable attrition in tech (Gurgaon) <- Agile transformation
- 52. Attrition at Startups in India
- 53. No one stays at Grofers for the table tennis
- 55. No one stays at Grofers for the table tennis* * There is no table tennis
- 56. Geese, not tech leadership
- 58. O bjectives K ey R esults
- 59. Regrettable attrition in tech (Gurgaon) No OKRs OKRs
- 64. Gagan Product Arti Marketing Anjali User research Nitesh UI/UX Ankur Data Not pictured: Priyansh and Ashish Engineers
Editor's Notes
- Atta 260 @ 5% Parle G 58 @ 1% Oil 120 @ 3% Surf 302 @ -5%
- Modern supermarkets
- Or mobile internet. One thing remains the same
- That resonated with me
- A lot has changed
- But there’s another reason: [What’s the worst thing about parties] What’s the first thing people ask you?
- Cocktail party
- Finally have a good answer
- Show of hands: how many of you know Grofers? How many thought before this presentation we were going out of business.
- We were a brat. Massive Hubris -
- Quickly raised $100M What was our GMV at the $120MM raise
- We went flat
- Headlines of failure
- Target 10min How to make meaning, the lifeblood of your organization.
- No IP Margins are thin
- We’re just stupid enough to keep trying things, hungry enough to fail.
- Raise your hand if your organization is > 500 people Keep it up, if you joined when it was less than 100 What’s changed? Do people understand the strategy at the edges, do they have the power and knowledge to affect it? Do they care? What happens if they don’t? ** Add a slide "purpose"
- Use castle as metaphor here
- Target: 15min People need to feel like they can make a difference
- Go Quick
- Good intent, but it took so damn long
- [Audience engagement] – name scrum
- Naresh told me to say this.
- Mushroom slide: Sprint reviews User stories Retrospectives
- We iterated faster, but didn’t release faster
- Control results from start to finish
- Snehal and Mukesh story
- Objectives, not instructions
- Mushroom slide: X-functional teams The ATT People won't challenge the status quo if they don't feel efective
- Sprint review Science fair
- We were effective, but too incremental. We were feeding the beast. In other words, we weren’t making an impact
- Give cookies
- Payments and carts teams DS building algos, not going to prod Everyone still blaming tech
- Data to discovery team story
- joining as CTO Merging prod and eng
- Business is doing great Alignment is strong
- I questioned myself as a leader Before we talk about why, let me show you around Grofers
- This is the Grofers café. The food is as good as the décor.
- This is what we call a meeting room most times
- I asked a lot of people
- Old days: Own a piece of code New days: Own value creation The Mushroom problem: People need to understand how they contribute.
- I agree to this goal I agree to be judged based on this goal I know how this goal is valuable to the org
- Then something magical happened People became agents of change
- Group pic from Lemon Tree
- Once we had this rolling in tech, we had a lot of dependencies
- [Audience interaction] Marketing going left, we're going right...
- OKRs x-org x-functional teams on specific business goals Here is one
- Project Besan slide show reveal
- Let me share an even bigger example
- Inception in December Execution 2nd week of Jan We expected to hit around 60Cr of sales
- Our assumption was we would hit 60 for the whole sale. We hit 50 in 4 days, and went on to sell 200Cr worth of goods in 10 days.
- Innovation at scale requires that people can: Do their jobs without a bunch of process and bullshit Work on things that matter Know and help build the strategy