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16 results for “startup execution”
Concept2 mentions across episodes
startup
And you need a certain amount of process as you grow and you become a bigger company, distributed company across multiple offices. So one of the things that I've done is really focused on tying strategy to priorities to outcome. And when you run a la
11:07 / 12:15
from transcript11:07 – 12:15
I'm signing up for higher, sales productivity because we're gonna implement these new tools. And, I'm always so excited as I move into the new year. But as you actually practice and go through the motions of achieving your goals, it's the tactics tha
7:30 / 8:38
from transcript7:30 – 8:38
And a lot of the writing and thinking about doing things the right way exists in kind of this middle layer between impact and day to day work. Right? So if you have impact, the overall success of the business, revenue, growth, profits, Then from ther
20:54 / 22:11
from transcript20:54 – 22:11
And all you need to do is just get to a into the game, with a value proposition. So in some sense, a lot of these transitions for me has been about making sure you kinda recognize your structural position. You really get a good understanding of where
5:11 / 6:21
from transcript5:11 – 6:21
So that's number one. What I got comfortable with is that no matter how hard I try, I'm not going to perfectly hit the approval of all of those stakeholders. At some point, I'm gonna do something which is super beneficial to customers. At some point,
14:59 / 16:08
from transcript14:59 – 16:08
...into pure execution, if you think about communication as a critical element and then also look at it as how many people what is the crossing the chasm version? Who is at what point in this change management journey? I think that is actually that that
53:13 / 54:30
from transcript53:13 – 54:30
So what do I need to know today that is just gonna tell me I'm gonna have a problem tomorrow, and what are the specific behaviors that I need to shape in order to translate my strategy and plans into real outcomes. So focus your measurement on behavi
10:30 / 11:32
from transcript10:30 – 11:32
that are driving value? All those other things are either upstream or downstream of, like, the moment of value delivery for the customer. We have the mission. We have the metric. Yep. Okay. Product strategy wise, what's the first step in defining a g
18:43 / 19:47
from transcript18:43 – 19:47
posted this. He talked about how the same way we talk about crossing the chasm and figuring out who it is that will adopt a product, we should think about the change management required for strategy communication through that lens. There will be earl
52:27 / 53:40
from transcript52:27 – 53:40
And the components that I'm gonna talk about today, there's four big ones, measuring, managing, planning, and communicating. These are the four main pillars of your revenue operating system. And when this is done right, it it's gonna accelerate your
4:31 / 5:35
from transcript4:31 – 5:35
global business. And the reason it was needing to be turned around was because they had gone so far away from what their core mission was. Instead of, like, selling really great products to athletes, it was like, let's just sell it to anyone who need
22:31 / 23:31
from transcript22:31 – 23:31
when people are like, oh, our, like, our our metric is MRR. And I'm like, there's 10 different input metrics that lead to that as the output metric. It means nothing. Yes. If you're talking early stage pre product market fit, the farther you are from
17:43 / 19:02
from transcript17:43 – 19:02
you've actually spent so much time and energy being really clever and cascading these things into these intermediate steps that each step has incurred more and more risk that we might not achieve that impact we seek to drive. Each time we abstract th
21:44 / 22:52
from transcript21:44 – 22:52
And we're so excited and grateful for this. But my question is, as we're navigating this inbound, how do we protect the soul of the product that people really love? That true one on one deep human connection while also taking advantage of the growth
21:46 / 22:51
from transcript21:46 – 22:51
is one of like the hardest things for companies to do. HubSpot, I would say, is actually one of the biggest things I learned there is they are probably one of the best in the game at this, both from a growth and product strategy perspective. If you t
26:58 / 28:37
from transcript26:58 – 28:37
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