Hacking growth frameworks for start ups
Having made significant contributions to design operations at Gojek, I was presented with the opportunity to establish processes and frameworks from the ground up at FairMoney. I soon discovered that many of these processes, while suitable for larger organizations, took on a completely different meaning for start-ups. Constrained by time and resources, leaders are compelled to innovate in these circumstances. This post explores my journey of devising a growth framework tailored for a small team.
Removing the clutter
Larger organizations employ comprehensive growth frameworks that encompass minute details, which may provide a competitive edge to individuals. However, this approach differs in small teams. Rapidly evolving startups primarily concentrate on efficient delivery, rendering documentation, evangelism, and non-essential skills less significant for success. Prioritizing these aspects could alter the team's core composition, diminishing their hunger for swift progress. While these skills remain valuable, their relevance varies at different stages of the organization's life cycle.
A more basic framework for start ups
Step 1: Simplifying the traditional framework
We can disassemble the traditional structure and classify it based on principles that are more straightforward and understandable in a dynamic environment. FairMoney has broken down the structure into simpler components while preserving certain complex nuances, ensuring future expandability. The following are the core principles of our framework
What did you work on?
Scope
Impact
How did you work on it?
Skills
Delivery & Ownership
Influence & Collaboration
Why did you work on it?
Vision & strategy
Leadership
The concept is straightforward: as an individual advances and comprehends the WHY behind matters, their leadership and strategic thinking improve. Initially, a junior designer focuses primarily on a restricted range and their craft, that is, scope and abilities. As they develop, it expands to include impact, delivery, and ownership, continuing to evolve.
Step 2: Defining the levels
We decided on having 5 levels for designers:
Product Designer
Product Designer II
Lead Product Designer
Design Manger or Principal Product Designer
Design Manger II or Principal Product Designer II
Step 3: Mapping clear expectations across these levels
Based on the values established in step 1, we now face the challenging aspect of associating each level with its expectations. The primary objective was to ensure the team had a clear and straightforward path for progression.
