Marcio S Galli

May 5, 2017

12 min read

Draft essay – on Quality Assurance for the Founder’s journey

Please do not read this article ). This is a draft essay work now available in public format as it seeks input, as it became a more flexible approach, subject to search and subject to an improved lifecycle of collaboration.

Background and motivation to this article

Potential answers to such Quality Assurance quest

  1. Recognition that the company development is a construction process, like a pipeline. And looking as a pipeline, with the proper various stages should, would help the understanding of the whole process, exactly because the skills necessary at the various stages will vary;
  2. Recognition that you also have parallel processes going on, and that you need to manage them so they compound and yield value. For that, the recognition about the importance of having metrics, for these “units” of parallel processes, therefore establishing a model to compound value from the various parallel efforts;
  3. Recognition that there are 3 phases: ideation, productization and business (these 3 separation criteria relates to the vision presented by [Michael Dearing]) are distinct things yet they compound - each of them also having a model for evaluation;

Establishing QA

  • Awareness on market, industry, forces and many points that are enumerated within Steve Blank’s book, The Four Steps to the Epiphany, specifically within the initial phases, that Steve calls guesses; The planning, such as guessing work, yet even in written format can bring you into the act of discovery, so you starting from there is good anyway, yielding: planning-guessswork, range of guessing, planning on the next steps to be evaluated, and more.
  • Awareness about the entrepreneur’s ability to detect the phases, of shifts, or moments of the business. And which challenge criteria can be applied to each phase in order to have a better measurements for each. This would associate with the idea, perhaps a requirement, for having a roadmap for moving to the next step.
  • Yet, the recognition that a number of steps, such as activities that entrepreneurs commonly do, may actually lead to circular movements, therefore it’s important to understand, be aware, or to recognize that moving on is not a necessary guaranteed outcome — and it should not be. The magic, that entrepreneurs can do, is in getting better in detecting which model they fit, which condition they are and moving on into another step if confidence level is high (good luck with that!)

Strong theory development

Customer interaction quality control

Above view quality control

QA your cofounders

  • They believe in the vision
  • Share values
  • Can work in different activities yet help you with yours, true collaborators
  • Can pivot as they enjoy team effectiveness
  • so on
  • vision - making sure everyone is okay with the long run;
  • values - values is important QA metric to all the ones involved. You can think of values as the things you won't sell anyway, the things you want to carry in your pocket that if people take of you, you are out. Like corruption or anti-ethical behavior or making money at any cost, sort of things. You just don't want to move on in the process and face later a situation which you are suddenly amazed and scared how your cofounders wants to do that and you did not know. So solve that, just lift the barriers well and talk with them a lot about it. If you put the situations cases ahead of time, defining your level of strictness to these things, the things that you will never negotiate, it will be a nice conversation exactly because your cofounders will know that such aspect will much involve the subject of flexibility. This is specially interesting because there is the implicit thinking that entrepreneurship demands a higher flexible mind. This can be true, in terms of the founder ability to fight for a cause, a vision, and to elaborate potential technical solution. But it also true that most successful founders have value strictness: they are either in the do all, in the do as long as people don't get me, or doing always what is right in certain categories. You have no choice here but to make sure you find matches in terms of the strictness and flexibleness.
  • Of course, a very nuance is about the knowledge about what is right, and the potential things they fail without knowing; therefore another QA element is in checking if they are “know it alls”, if they are constant learners and if values and fundamental values they value. So this final QA point, for founders, the constant learner element, may yield you a person that won't give up easily and also will seek the best, not only at the personal level but involving the interpersonal at the same time seeking a sustained model for the business future, so also caring about protecting customers.

Normal phases distribution theories and curation

  • Do sampled analysis — when you want to check control of your criteria, pick one or another of your activity events. I assume you have a lot of events that will be like processes dispatched in parallel. Take some of them to be passed or scrutiny (??) control, such as to put through the more visible auditing.

References

Move to the above as needed