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"Scaling processes & automating success" ⚡️ with Jan Miczaika, ex-COO at Wooga

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 You want to learn from some of the best operators in Berlin on how to streamline your processes? We invited Jan Miczaika, ex-COO at Wooga and now Partner at HV Holtzbrinck Ventures to share his experience!

In his talk, Jan presents key learnings on how to scale companies, introducing management systems, processes to adopt (and avoid), organisational structures, board meeting together with a broad selection of war stories 

Jan started his own company, Hitmeister, straight out of university. After a long ride, taking Hitmeister from 0 to 80 employees, back down to 40 and then back to 80 employees the company was later sold to Metro.  After Hitmeister, Jan joined Wooga as COO. At the time Wooga had about 40 employees and operated games on Facebook and StudiVZ. Today Wooga is a leading mobile games developer, with about 250 employees here in Berlin. Since 2007, Jan has also been an angel investor and board member in almost 20 companies including Audibene (sold to Sivantos/EQT), Blacklane, MAR (sold to Grünenthal Pharma), Jodel, Equippo, Homeday, Homelike, Selfapy etc.

Veröffentlicht in: Kleinunternehmen & Unternehmertum
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"Scaling processes & automating success" ⚡️ with Jan Miczaika, ex-COO at Wooga

  1. 1. On scaling companies RANDOM LEARNINGS
  2. 2. Jan Miczaika 2003-2009 MD / Product & Tech 0 to 80 people 2010-2017 COO / Publishing 40 to 250 people 2017++ Partner / $$$ <20 people
  3. 3. Basics of scaling Always adapt Test ideas you steal Stop doing things …build your own „management system“
  4. 4. Stages of a companies‘ scale < 10 people I. Family < 40 people II. A few teams < 100 people III. Departments 100+ people IV. Wide unknowns Osmosis breaks Contributors à Leads Feedback Some „CEO work“ The happy times Culture Leads à HeadsInformation flow Mostly „CEO work“Major org changes Dunbar‘s number Company moodNavigation Org splitting Internal moves Multi-location Define values
  5. 5. Feedback and development tools Standardized Onboarding (Phase I) -  Week 1: Tasks & Obstacles. -  Week 2: Check-in (beer?). -  Week 6: First review. -  Week 16: ↑ or à. On-going Feedback (P.II) -  Every 6 months. -  “Big” and “Small”. -  Small: manager. Big: 5-8 peers. -  Employee: development goals. -  Compensation sucks. Calibration Meetings (P.II-III) -  Grading & key message. -  Accountability for managers. -  Fairness. -  Solutions. Executive Feedback (P.II-III) -  Sucks. -  External, trusted, knowledgeable. Peakon (P.III) -  Company mood -  Drill downs
  6. 6. F&D – key learnings Focus on the stars Pay unfairly Separate early When restructuring, cut deeper Development is the employee’s responsibility
  7. 7. People over Processes – when in doubt say no „Keep me out of jail“ -  Accounting (especially cash) -  HR (social security) -  Tax & VAT -  BaFin Highly detrimental -  Business Continuity -  Onboarding Consistency and fairness -  Generally HR -  Feedback -  Compensation Toxic processes -  Power trips -  Ordering, Travel -  Low max damage Business Core -  Increase your valuation by making things repeatable Invest in automation (Team Witty)
  8. 8. Culture Define early Keep management attention Communicate through actions Acknowledge deviations Symbolism in the office <5 key values
  9. 9. Use your board Monthly KPIs -  Financial & operational metrics -  Very short commentary Update on the business -  Variable timing, generally quarterly -  Long-form (no slides) -  Company / Products / Marketing / Competition -  Redacted version internally -  Send-out before board meeting Board meetings -  Quarterly, at least one/year in person. -  3-4 decision topics -  Expose senior team Help with -  Funding (now and later) -  Market sentiment -  Key decisions -  Key hires -  Sounding board -  Therapy Not only investors on board!
  10. 10. Stages of a companies‘ scale < 10 people I. Family < 40 people II. A few teams < 100 people III. Departments 100+ people IV. Wide unknowns Osmosis breaks Contributors à Leads Feedback Some „CEO work“ The happy times Culture Leads à HeadsInformation flow Mostly „CEO work“Major org changes Dunbar‘s number Company moodNavigation Org splitting Internal moves Multi-location Define values
  11. 11. What‘s next? jan.miczaika@gmail.com https://medium.com/@janmiczaika (soon)

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