Analitica Technology’s Post

One of the key lessons I have learned while scaling a startup is the importance of flexibility. We often start with a clear vision or a detailed roadmap of how things should go, but as we scale, we realize that staying too detailed can affect the pattern of progress. It's important to allow some things to progress over perfection. Scaling isn’t just about sticking to the plan; it’s about adapting to the reality that things may not go exactly as we envisioned. Timelines shift, customer needs evolve, markets change, and new challenges emerge. Being rigid about the details can often slow progress or derail momentum. What matters most is keeping the big picture in mind — your mission and core goals. But for the day-to-day execution? Flexibility is key. This means being willing to: • Adjust strategies when data tells you something different. • Pivot based on customer feedback. • Tweak processes to accommodate growth and efficiency. In the end, it’s about being agile while staying true to the vision. Scaling is dynamic — learning to be flexible on the details is how we ensure sustained growth.

𝐖𝐡𝐲 𝐋𝐞𝐚𝐧 𝐒𝐭𝐚𝐫𝐭𝐮𝐩𝐬 𝐓𝐡𝐫𝐢𝐯𝐞 𝐢𝐧 𝐂𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐌𝐚𝐫𝐤𝐞𝐭𝐬 🚀 The lean startup is a philosophy that helps businesses focus on what matters most. Companies can adapt to market shifts, reduce waste, and create products that solve real problems by concentrating on agility, efficiency, and customer feedback. Here are a few core principles that make the lean startup approach so powerful: 1️⃣ 𝐅𝐨𝐜𝐮𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐌𝐕𝐏: Start small instead of overengineering a solution. Build a Minimum Viable Product (MVP) to test your hypothesis, gather feedback, and iterate quickly. 2️⃣ 𝐑𝐞𝐬𝐨𝐮𝐫𝐜𝐞 𝐎𝐩𝐭𝐢𝐦𝐢𝐳𝐚𝐭𝐢𝐨𝐧: It’s about doing more with less—smart allocation of time, capital, and talent ensures sustainability and scalability. 3️⃣ 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬: Instead of guessing, lean startups let data and customer feedback guide their next steps, minimizing risk and maximizing value. 4️⃣ 𝐏𝐞𝐫𝐬𝐞𝐯𝐞 𝐨𝐫 𝐏𝐢𝐯𝐨𝐭: You either pivot or persevere based on the feedback. Continuous iteration is key here. However, an important thing to note is that, especially in web3, an MVP doesn't have to be a product. It can be an LP(like Zircuit did) or even a Twitter page, which has to gain traction before the product is out. This space doesn't play by web2 rules - so stay creative and critical. At MiKi Digital, this philosophy is shaping how we approach our work. We're doubling down on lean MVP development, ensuring our products solve real problems without unnecessary complexity. We're reassessing our team structure and processes to stay agile while delivering quality and innovation. Most importantly, we’re building a culture where constant learning and improvement drive every decision. The lean startup approach aligns with our belief in staying adaptable in an ever-evolving industry. It’s not just about moving fast—it’s about moving smart. If you’ve seen the power of this philosophy in action or have lessons to share, I’d love to hear your insights.💡

For an investor, the decision to fund a startup or a product is influenced by various factors, with the stability of the product being the most important consideration. But seizing funds isn’t always easy. You need to effectively showcase your product’s stability and potential for success to attract funding. Read the blog to know how you can increase your chance of funding by developing a stable product. Blog Link: https://lnkd.in/dzea5AU6 #webomates #weboai #startup #productdevelopment #productmanagement #funding #investors

Many investors (and accelerators) identify a startup's ability to execute as the single most important characteristic they will look for as a reason to invest along with the potential to scale the value proposition. In essence, the ability to execute applies across all of a startup's core processes and includes ideation, customer engagement, acquisition and retention, value propositioning and value delivery, competitive advantage and moat, go-to-market strategy, technology adaption, product development, operational efficiency, financial management and team building and management.. Yet most investors (and accelerators) do not get further than an intuitive gut feel approach for judging the ability to execute. A more objective approach is to make use of an ability-to-execute maturity model to judge the ability to execute across each of the core processes: Level 1: Ad Hoc Execution Characteristics: Execution is largely reactive and ad hoc, with little formalized processes or planning. Indicators: Lack of clear goals, inconsistent performance, high variability in outcomes. Level 2: Initial Planning and Coordination Characteristics: Basic planning and coordination efforts are initiated, but processes are still informal and may lack consistency. Indicators: Some attempt at setting goals and timelines, limited coordination between team members, frequent changes in direction. Level 3: Defined Processes and Procedures Characteristics: Formal processes and procedures are established for key operational areas. Indicators: Clear goals and objectives are set, processes are documented and communicated, basic performance metrics are tracked. Level 4: Optimized Execution Characteristics: Processes are continuously evaluated and optimized for efficiency and effectiveness. Indicators: Continuous improvement mindset, regular performance reviews, use of data and analytics to drive decision-making. Level 5: Agile and Adaptive Execution Characteristics: The startup demonstrates agility and adaptability in responding to changing market conditions and customer needs. Indicators: Quick decision-making, rapid iteration cycles, ability to pivot when necessary, experimentation and innovation are present. Level 6: Excellence in Execution Characteristics: Execution is consistently excellent, with the startup achieving its goals and delivering above expected value to customers and stakeholders. Indicators: Best practices are established and replicated, industry-leading performance, strong competitive advantage. This ability to execute maturity model provides a framework for assessing and improving the ability to execute within a startup, guiding the startup from initial ad hoc efforts to excellence in execution. Each level represents a progression in the startup's capabilities and processes, with the ultimate goal of achieving consistent and outstanding performance.

a16z Framework for Evaluating Startup User Growth Quality Oftentimes you'll find a new startup that presents their growth curve, which might look something like – skyrocketing upwards, showing exponential progress. This is great. Most think that this is the right time to invest... But the problem is, you don’t know where it’s going to go. In the long run, this curve might go in a direction you may not want it to go – perhaps it’ll plateau. Perhaps it’ll even collapse. Or you may find that it’s going to continue going up and even hockey-sticking. How do you predict the future? Is it working and will it sustain? Will it even accelerate? Andrew Chen shared a framework to tackle this called - the Growth Accounting Framework. Check out the pdf for more info 👇 -------- Follow All Chance to learn from more innovative insights

𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 𝟑 𝐫𝐞𝐚𝐬𝐨𝐧𝐬 𝐰𝐡𝐲 𝐡𝐢𝐫𝐢𝐧𝐠 𝐚 𝐧𝐨-𝐜𝐨𝐝𝐞 𝐞𝐱𝐩𝐞𝐫𝐭 𝐢𝐬 𝐚 𝐧𝐨-𝐛𝐫𝐚𝐢𝐧𝐞𝐫 𝐟𝐨𝐫 𝐚 𝐬𝐞𝐫𝐯𝐢𝐜𝐞-𝐛𝐚𝐬𝐞𝐝 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐨𝐰𝐧𝐞𝐫 𝐥𝐢𝐤𝐞 𝐲𝐨𝐮𝐫𝐬𝐞𝐥𝐟: 𝟭) 𝗦𝗮𝘃𝗲 𝘁𝗶𝗺𝗲 𝗮𝗻𝗱 𝗮𝘃𝗼𝗶𝗱 𝗰𝗼𝘀𝘁𝗹𝘆 𝗺𝗶𝘀𝘁𝗮𝗸𝗲𝘀. Trying to figure out complex systems can be a huge time suck. Not to mention, there are many potential errors that can easily be introduced if you are blindly attempting to automate and build your new systems. 𝟮) 𝗚𝗲𝘁 𝗮 𝗰𝘂𝘀𝘁𝗼𝗺 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻 𝘁𝗮𝗶𝗹𝗼𝗿𝗲𝗱 𝘁𝗼 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀. There is no one-size-fits-all solution when it comes to building the right scaling systems. Sure, you can get an out-of-the-box solution and try to slap it into your existing process, but most of the time, small biz owners report a lot of frustration and disappointment. So why put yourself through that steep learning curve? 𝟯) 𝗠𝗮𝘅𝗶𝗺𝗶𝘇𝗲 𝘁𝗵𝗲 𝘁𝗼𝗼𝗹'𝘀 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹. I can't tell you how many business owners pay a pretty penny for a powerful tool (like Airtable), only to use it at a fraction of its potential. Knowing how to squeeze everything out of what you've got is only possible when you work with someone who understands the tool. That's why businesses of all sizes have been opting to work with an expert like me to avoid the costly mistakes, headaches, and downright time drag that come with integrating new systems to help scale the business. 🤔 𝙇𝙤𝙤𝙠𝙞𝙣𝙜 𝙩𝙤 𝙨𝙪𝙥𝙚𝙧𝙘𝙝𝙖𝙧𝙜𝙚 𝙮𝙤𝙪𝙧 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙬𝙞𝙩𝙝 𝙚𝙭𝙥𝙚𝙧𝙩 𝙖𝙪𝙩𝙤𝙢𝙖𝙩𝙞𝙤𝙣? Let's talk. DM now for a free audit and consultation to see if my team and I can help take your business to the next level. ---- #lukepierce #boomautomations #automation #nocode #nocodeexpert #smallbusiness #smallbusinessowner #servicebasedbusiness #startups #scaling #businessgrowth

For non-technical founders embarking on building a software solution without a technical advisor, fractional CTO, or a skilled full-stack engineer, it's time to reconsider. The journey to launching a successful software product is filled with challenges that, without proper guidance, can lead to significant financial loss and the demise of entrepreneurial ambitions. There have been numerous occasions where substantial investments were wasted, and promising ideas were abandoned due to neglecting essential steps. The temptation to cut corners or economize on technical leadership in the initial phases is a dangerous pitfall. The significance of incorporating a technical advisor or a fractional CTO into the team is profound. These experts serve as the crucial link between the project's vision and the technical development needed to realize that vision. They aid in making well-informed choices, from selecting the appropriate technology stack to designing scalable solutions, thereby preventing expensive errors and unnecessary redoing of work. Furthermore, the role of a competent full-stack engineer in the early stages of product development is critical. With the capability to manage different facets of software development, they ensure the product is not only built but also adheres to the highest standards and incorporates the latest technological advancements. Utilizing free resources like AI tools, advisors, and mentors can offer priceless insights and direction. A plethora of seasoned professionals are eager to share their expertise, providing advice that can assist in navigating the intricacies of software development and product management. Connecting with industry-related communities and networks can lead to mentorship, advice, and possibly partnerships. Ultimately, while embarking on an entrepreneurial venture involves risks, it's imperative to avoid unnecessary ones. Taking the initiative to secure a technical leader, through employment or mentorship, is more than a mere step in product development—it's a giant leap towards protecting your investment and achieving your vision. Ensure your project doesn’t become a tale of caution but a testament to the success that comes from seeking and following the right technical advice. #saas #entrepreneurship #ai #venturecapital

"Turning an idea into an MVP is like building the foundation of a skyscraper—it requires precision, adaptability, and a clear vision." As the CTO, I’ve seen firsthand how critical the early stages of product development are for startups. Developing a Minimum Viable Product (MVP) isn’t just about getting something to market quickly—it’s about building a solid foundation for long-term success. Over the years, I’ve worked with teams to overcome some of the most common challenges in MVP development: 1️⃣ Validating the Idea: Ensuring your concept solves a real problem through rapid prototyping and market testing is key to minimizing risks. 2️⃣ Balancing Teams: Combining the strengths of an in-house team with the scalability of an outsourced partner can accelerate development without sacrificing technical cohesion. 3️⃣ Streamlining Releases: DevOps and CI/CD pipelines are essential for fast, stable iterations that align with user feedback and business goals. For instance, in our fintech projects, these practices have enabled startups to quickly adapt to market demands, secure early traction, and attract investor interest—all while keeping development costs under control. Developing an MVP is a dynamic process, requiring a blend of technical expertise, strategic foresight, and collaborative execution. My goal as a CTO is to help startups navigate this complexity while staying focused on the bigger picture: creating impactful, scalable solutions. What’s been your experience in bringing a product from idea to MVP? Let’s connect and exchange insights.

From continuous improvement to putting the user first, the development decisions you make when trying to scale a tech startup can be the key to your success. Last week I shared that to boost ROI when developing tech, you should do your research. And by that, I mean explore your target market. Understand their needs to validate your idea. And always use agile development.  Next up, consider your MVP. Focus on building a minimum viable product (MVP) with essential features that solve your target audience's problems. By launching quickly with an MVP, you can gather valuable user feedback to refine and enhance your product, reducing the risk of investing in unnecessary features. Also make sure you encourage collaboration between your development, design, marketing, and sales teams. By working collectively, you can streamline the development process, reduce communication overhead, and deliver a product that meets both technical and market requirements. Any questions on how to boost ROI on your tech developments then please drop me a note. I’d be happy to share my advice. #ROITechDevelopment #TechStartup #BoostTechROI ------------------------------------------------------------ Hi, I’m Tim. Founder of Scryla Consultancy Ltd. I help SMEs and startups develop agile technology strategies that align with business goals creating significant value for founders and investors.  Like what you’re reading? Sound the 🔔on my profile to get regular updates! Or + Follow if we aren’t connected. 

pàrt 3 A PRACTICAL GUIDE TO NEW -BUSINESS BUILDING FOR INCUMBENTS Build for scale from the beginning Starting a new venture requires daily attention, but leaders cannot lose focus on the long-term strategic vision. While launching an MVP and achieving product–market fit are important short-term objectives, incumbents must also focus on scale from the beginning. Otherwise, as often happens, a promising product can’t manage to reach the scale it needs to become a real success. From the start, leaders should set an aggressive go-to-market plan, test the scalability of their customer acquisition channels, and maintain a running backlog and up-to-date research plan to enable scale. Further, incumbents should strike a healthy balance between developing new capabilities, building long-term solutions, and optimizing existing features. A bias toward quick fixes for the short term can lead to a buildup of technical debt that makes it hard to scale down the road Product leaders should strike a healthy balance between developing new capabilities and focusing on other priorities. Avoid the traps of the established culture New businesses require fresh energy, novel approaches, and meaningful shifts in mindsets and behaviors. “Established” cultures won’t bring those traits. Incumbents must instead focus on carving out a cultural identity that is related to but distinct from the parent company. To do so, new-venture leaders need to define strong values, disconnect from existing processes and ways of working that don’t serve the new venture, and model the new behaviors they wish to see. In our experience, successful venture leaders build integrated, cross-functional teams and leverage agile principles in their day-to-day running of the business. For example, leaders can transform their regular steering-committee meetings from the traditional “report and oversee” agenda into agile ceremonies that instead focus on creating alignment, unblocking impediments, and driving the business forward. Moreover, successful ventures often adopt a flat hierarchy and a hands-on communication culture that delegates decision making to the lowest possible level, enabling greater speed and accountability throughout the organization. Conclusively, starting a new digital venture is not easy, and incumbents face specific challenges that can derail their chances of success. By taking a customer-centric, agile, and scalable approach, leaders can avoid common pitfalls and create the foundation for long-term, sustainable growth.