It’s a common phenomenon in startups that the hustler or what I called the business guy, typically goes out to search for the technology co-founder. In meeting entrepreneurs via my network fund, they often asked me one common question after the initial pitching of the idea, “I am looking for a technology co-founder who can get this done. Can you help me with this?” Of course, 99% of these startup co-founders whether they are rookies or MBA students have no clue to who they really want to hire. Hence, this article is addressed to people who might want my advice on seeking out technology co-founders.
Continue reading My Advice for Finding Technology Co-Founders
In the past few years, most companies advocate the myth of outsourcing as a way to cut costs on engineering. One myth advocated by people in business strategy and operations to justify why it is better to outsource from an expensive place to a less expensive one is that only the specifications of the product input leading to the outcome of the product matters and not the quality of engineering. The problem with that view is that you pay peanuts to get monkeys, i.e. you pay less to run an engineering team because it affects your profits and loss (P&L) but you end up giving a lower quality software engineering product to your customers. That explains why a lot of companies, particularly in Asia cannot take innovation to the next level. With the evolution of the product manager to lower the quality risk, does that mean that there is no room for in-house engineering? Here are some thoughts on the management myth about in house and outsourced engineering. Continue reading Debunking the Management Myth about In House vs Outsourced Engineering
How do we set up an engineering or technology team within a startup? What are the pieces that deemed essential or not? Upon hiring your first engineers, what are the best practices for the startup phase before you move into the intermediate setup? Continue reading Building & Managing Technology Teams in Asia 3: Setup & Configuration of a Startup Team
In the second part of the series I am building up on building and managing tech teams in Asia, I want to focus on the problem of scope creep and why paying something cheap might cost you more. The other highlight of the article is to understand the various cultural nuances present in Asia when it comes to getting your Asian engineers to deliver a product without flaws. Finally, we conclude on how to reduce scope creep by focusing on the business people with a simple argument of efficient feature rather than adding too many of them that do not work. Continue reading Building and Managing Tech Teams in Asia 2: Cultural Nuances & Scope Creep
In Asian countries, most mobile-web technology start-ups have found major difficulties in building technology teams. A few factors contributed to the problem, with lack of talent being the most common cited reason. Other factors include weak entrepreneurial ecosystem and inactive programming communities. Any start-up founder with a business background will tend towards outsourcing the building of the technology to freelance programmers or programming houses as a result. The problem is also endemic in large technology companies in Asia. The common argument put forward by most business owners is cost effectiveness. However, drawing from various anecdotal evidence, the small and medium business owners tend to end up spending more. In the first of the series, I want to debunk the cost argument and reveal some hidden costs in building technology that most business owners do not see that would come back to bite them in near future, and present this conundrum of whether to build an team within the organization or outsourcing the technology to freelance programmers or programming houses in a clearer light. Continue reading Building & Managing Technology Teams in Asia 1: The Tech Conundrum