How did the internet's small "start-up team" succeed?

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Yesterday to see Instagram to 1 billion dollars to sell to Facebook, we have discussed round, many people have a feeling is that the founder will not actually write the program, he was still in Nextstop is to do marketing staff, use the evening to learn to write programs; Instagram's success, proved that the network's most original small team, the overall success of the small front again!

Turning to an old article six years ago, referring to what I have always believed was "the internet is meant to be small", see the following:

In the past 20 years, the value chain of the electronics factory has been cutting, integration, such as the emergence of a wafer factory indirectly led to the emergence of amorphous IC design company, we feel that IC design company has been as far as possible to achieve small equity, investment, but the real most concise, in fact, is at the top of the so-called "Application" (creator) end. Especially when the internet is embraced by the public, "the lower the cost of software, the lower the threshold, the following system layer, hardware as a result of technological progress to drive down costs, coupled with competitive pricing, while the software is open to the original code and free use, resulting in a phenomenon-

A poor student who could learn to write a program in a few months then there is no need to raise funds, do not need to register the company, do not have to suspend or quit work, you can open a "website", this site through the network-specific "net effect" (receptacle multiplying) so that it quickly has a large number of members, receive ads, collect membership fees, Then there is a venture to come to contact, ask for investment, and help you find professional managers, stable growth, and finally sold to other companies.

The internet miracle is still happening today, including YouTube, MySpace, Twitter, until this year's fubar, Yukou, FriendFeed ... Whether it is from profit potential, technology, and the use of viscosity, so that large companies are ready to buy, but also have to buy the not--what if the competitor to Rob to do?

Analysts have questioned Google last year's earnings, whether the cost of labor is too high? Google hires more than one times a year, many are engineers, currently it has more than 10,000 of the engineers, the result is still often heard that a certain website 500 times times a year, behind the two students, and then Google is talking with them about mergers and acquisitions, ready to spend another big money to buy.

At this time we always want to ask, that, Google's 10,000 engineers in the end is what? Google Labs is also constantly introducing new products, other large companies and the United States also has a number of research institutions have also been the introduction of innovative ideas, the result is still unarmed, two-sleeve empty students, the first to make a website, burst the red world. Is it impossible to make a new product like a student when we become a company?

So when I was recruited to set up an internet company, I wanted to replicate what the successful student entrepreneurs were doing. I'm calling this a small and beautiful, highly efficient innovation team called the founding team.

"The founding team" tightly grasping the success of the student entrepreneurs, because they have the enthusiasm, so sleepless to overcome the difficulties to make it out. Because they don't need to report to who, they do it in almost market intuition. They are in a hurry, so there is hardly any adjustment to push things directly to the public. When they take off, they don't even know that other competitors are there. They don't even know which "sweet spot" they hit (sweet spot). But they did the right thing in 2000, that is the rapid stand, less people stand, adhere to set up a short-term "stop loss point", forgetting has paid the "sunk costs" (sunk cost), clearly calculated "opportunity costs" (opportunity).

The characteristics of the "founder team" can be divided into several key points in more detail:

First, the allocation of personnel "multiple": Everyone is "head", engineers, their own personal and PM, save a lot of documents and communication strength, speed up the development of speed, but also prompted the technical staff to think and finish, maintenance, which in the real student start-up team is usually understand the technology "founder" of what they are doing, But we want to put the founder's soul on the technical staff in order to push the energy of the team to the limit.

Second, the cost is depressed: the overall cost must be depressed, in the basic comfort of the situation, the staff's salary is not low, but the search for the first-order but the potential, for such a new team model has a feeling, and give it a lot of opportunities to practice, after a few tries can be successful.

Third, the rapid introduction of products: Shorten the development time, the opportunity cost (opportunity costs) also calculated in the option, not because a project "seems to have a high success rate" is desperate to invest, and product development and launch to the market, also accept the so-called "sunk Chylde cost" (sunk Cost), has gone wrong on the full recognition of compensation, immediately turn around, rather seek a new opportunity. This is repeated over the internet history.

In our own example, Project Nancy, Project Canberra, and project quixotic three sites that have been developed for the first time in two months, with the strength of three engineers, Since then we will have reached a year of six ~ eight stations of the amazing speed of the station, and with a simple marketing team, "then" these projects will be extended to the English Department, the Chinese Department of the big market. At present, the whole Taiwan and even all over the Asian site companies, no one with such a "small team, big pattern" to make products.

"Starting a team" is a very new way, in terms of management, has encountered many problems. One of them is that most software engineers are academics, writing fluent programming languages, but not interested in doing their own research on "fun sites" after practice. We have to get them started with basic interest, so that they can go further, in order to achieve this point, the company must try to create a pleasant working atmosphere, but also impose a period of time pressure, not to meet the standard of the Iron fist immediately to deal with, to maintain the company's "10 People team" lightness.

Next, the production of simple Web sites, the most taboo is that there are too many voices inside, so that the things to do "and the original intention is wrong." Later, we adopted a two-track solution, first, the use of "rotating leader system", we know each other comity; the second is faster, in the not "think too much", the site has been completed, the things can be mastered to the most original moved.

And we have found that the enthusiasm of the American student entrepreneurs for the site comes from "familiarity." We found it impossible to replicate Silicon Valley in Taiwan, so we made the right turn, taking the Taiwan Internet market as its main axis and importing our partners ' own ideas and bringing them to the company.

Finally, such a special "founder Team" is now only proven to be successful in the use of the Internet industry. The web site is usually cleverly embedded in the original design, like the original successful "HOTorNOT" site, sent to 40 people, a few weeks later reached 2 million people's level, to a thousand, thousands of million speed out. It may also be the next subject of research on how to transfer the "start-up team" logic from the Internet to research institutions, public organizations, technology objects, external partners, or entrepreneurial ventures.