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I seem to encounter a lot of people who want to attach a CTO label to me as I'm the only programmer on the founding team of three. While I do fill that role at the moment, I'm a little hesitant to refer to myself as a CTO as we still haven't launched a product, acquired a single user, or turned or a penny in profit. Accounting?
They look at the following high level definition of Lean: and they interpret that as write up an executive summary with your ideas and hand it to developers to build. Do you have a Technical Advisors: Every Web/Mobile Startup Must Have One ? What's Going to Go Wrong A lot of founders don't really understand Lean Startup principles.
It’s generally a good idea to go through each of these line items to try to better understand what’s involved, especially for the ones that are bigger or that don’t seem to line up with your understanding of complexity. I.e., they need a developer more than they need a CTO. This is a classic sign and you need to do something about it.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Startups often find it difficult to retain key personnel and to control proprietary ideas. External scanning for resources.
They outline the following framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Startups often find it difficult to retain key personnel and to control proprietary ideas. External scanning for resources.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Startups often find it difficult to retain key personnel and to control proprietary ideas. External scanning for resources.
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