Programming Required
I identified with this blog post today. If you are a wannabe internet entrepreneur and you don't know how to program computers and you find that learning how to do so effectively is just too taxing: quit now. Seriously, you're wasting your time. If you have a partner who can code but can't do anything else and you guys have matching BFF tattoos and you bring pretty much everything else to the table, okay, it's just that if you can seriously bring everything else to the table then you should be plenty capable of learning how to write clean enough code to help out.
I'm not saying you need to be able to cook up a rules engine integration or a load balancing strategy; somebody needs to be able to do that, but most of the work involved in creating a product is much more banal... CRUD to CSS driven views.
On the flip side, just because you can program doesn't mean you're an indispensible cofounder who breathes miracles into silicon. If all you can do is sling code, you're a commodity. It works both ways... if your logical skills are honed to the point where you can architect and execute a non-trivial project, you have the deductive acumen to analyze a market segment and determine the best product positioning. You can help put together a business plan. You can lick envelopes and memorize an elevator pitch.
In my experience the best dynamic is when all the founders can wear all the hats. Their unique value is not in each person's arcane skillset, but in their unique perspective... one person is the passionate dreamer, the other is the slightly more level-headed passionate dreamer.
It plays into the YCombinator approach of sponsoring teams of two. The exchange of ideas that makes that a powerful dynamic is key not just at a macro level, but in each area of the startup. If you don't have anyone to help fix your code when you get stuck you might as well be coding alone, and when you don't have anyone to tell you that your pink and olive UX design isn't working you might as well be designing alone.
Anyway, if you've got a team that works for you - super. I haven't seen enough co-founder dynamics in other startups to defend this rant, frankly... but if our LLC ever took on a third partner, they'd need to be able to chop wood and carry water.
I'm not saying you need to be able to cook up a rules engine integration or a load balancing strategy; somebody needs to be able to do that, but most of the work involved in creating a product is much more banal... CRUD to CSS driven views.
On the flip side, just because you can program doesn't mean you're an indispensible cofounder who breathes miracles into silicon. If all you can do is sling code, you're a commodity. It works both ways... if your logical skills are honed to the point where you can architect and execute a non-trivial project, you have the deductive acumen to analyze a market segment and determine the best product positioning. You can help put together a business plan. You can lick envelopes and memorize an elevator pitch.
In my experience the best dynamic is when all the founders can wear all the hats. Their unique value is not in each person's arcane skillset, but in their unique perspective... one person is the passionate dreamer, the other is the slightly more level-headed passionate dreamer.
It plays into the YCombinator approach of sponsoring teams of two. The exchange of ideas that makes that a powerful dynamic is key not just at a macro level, but in each area of the startup. If you don't have anyone to help fix your code when you get stuck you might as well be coding alone, and when you don't have anyone to tell you that your pink and olive UX design isn't working you might as well be designing alone.
Anyway, if you've got a team that works for you - super. I haven't seen enough co-founder dynamics in other startups to defend this rant, frankly... but if our LLC ever took on a third partner, they'd need to be able to chop wood and carry water.
posted by aseever at
1:15 PM
1 Comments:
Good perspective. I appreciate how you argue that the skill a programmer has to design and build a non-trivial project is transferable to managing the business direction of the company.
What you're saying makes a lot of sense - both partners should be able to appreciate the depth of contribution the other partner is making, and should be able to help out competently when needed.
I read and enjoyed the initial blog post, and I like what your post adds to the discussion.
Greg
http://createuniverses.blogspot.com
Post a Comment
<< Home