This document discusses how to build a talent machine by discussing different layers, gears, and processes. It covers types of individuals, teams, tribes, and companies. It also discusses culture, metrics, organization structure, hiring, onboarding, communication, management, compensation, and firing processes. Additional topics include what is needed, how organizations grow, is hiring a sales process, how to communicate with employees, what is management, how to compensate talent, how to terminate employees, what are workflows and standard operating procedures. Finally, it discusses scrum methodology and having a roadmap for visibility.

1. Gearing up for battle
People Operations

2. productivity, ramp-up, pipeline, churn, CAC/LTV
What is a talent machine?
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3. layers, gears, and process
How to build a talent machine?
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4. Layers

5. execution, improvement, solution, and problem
seekers
Types of individuals (scope x autonomy)
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6. purpose, autonomy, diversity
Types of teams (3-20 people)
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7. 5 stages: life sucks, my life sucks, i’m great, we’re
great, life is great
Types of tribes (20-150 people)
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8. Culture: way of speaking and acting
Types of company
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9. Gears

10. TM Maturity Model
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Blue Orange Black
Culture Mission-Vision-Values BHAG Manifesto
Metrics Cost based Productivity Analytics
Org Structure Org Chart Job descriptions Team/Tribe Mgnt
Hiring Job description fit Cultural fit Predictive
Onboarding 1-day welcome 1-month follow up 3-month nurturing
Communication Ac hoc Tactical Strategic / Culture based
Management Salary evaluation 360o Regular coaching
Compensation Benefits Target Incentives Stock options
Firing Ad hoc Standard Postmortem
Tools Ad hoc Payroll Stack

11. it depends on founders, stage, and market
What is culture?
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1. Missionary x Mercenary
2. Structured x Flexible
3. Thinking x Doing
4. Controlling x Delegating
5. Cautious x Risk Permitting
6. Diplomatic x Direct:
7. Individualistic x Collaborative
8. Internal x External

12. experimentation or execution
primary teams (sales, customer success, product)
secondary teams
What needs to get done? (metrics)
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13. How organizations grow? (cell division)
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OS1 OS2 OS3 OS4 OS5
Family Tribe Village City Nation
User Scale (B2C) 10,000s 100,000s 1,000,000s 10,000,000s 100,000,000s
User Scale (B2B) 10s 100s 1,000s 10,000s 100,000s
Organization 1s 10s 100s 1,000s 10,000s
Timeframe 12m-24m 18-24m 18-24m 24-48m 48m+
Mode Discovery Validation Efficiency Scale Domination
Talent Domain experts Generalists Specialists Future leaders Succession

14. persona, lead-gen, nurturing, closing, pipeline
Is Hiring a sales process?
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15. onboarding and talent success
How to get to expected productivity?
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16. broadcasting, staff/company/strategy meetings
How to communicate with troops?
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17. constant feedback, training, and development:
individual, team, and tribe
What is management?
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18. Maslow: base salary, bonus, benefits
How to compensate talent?
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19. it’s your fault, performance improvement plan (PIP),
scripts
How to break up decently?
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20. SaaS for everything
What are workflows and SoRs?
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21. Process

22. increasing speed over time is the one metric that
matters
Scrum: one problem at a time
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23. rapid iterations to learn and adjust
Scrum: weekly or bi-weekly sprints
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24. learn the expected output of each key lever (product,
sales, customer success, talent, operational system),
then improve it relentlessly
Scrum: structure it, then optimize
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25. visibility on what needs to get done
Scrum: roadmap
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26. Bibliography

27. High Output Management
Hard Things About Hard Things
Blitzscaling
The Alliance
Talent Machine
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28. www.astellainvest.com
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