How Does High-Tech Entrepreneurship Organize Entrepreneurial Teams?

When you finally make a tough decision, "I'm going to start a business," and you have a product that cuts into the market, or this is just an idea, your most important task is to set up a team that works together.

In Silicon Valley, there is such a "rule" that two entrepreneurial teams from Harvard MBA and MIT are almost guaranteed by venture capitalists.

Of course, this is just a story, but inside we can see the importance of a complementary entrepreneurial team for high-tech start-ups, and technology, market, financing and other aspects all need first-class partners to succeed.

The emerging era of entrepreneurship is certainly not an era of mass production of personal heroes. Although we have seen in the media that Ding Lei is equated with NetEase and Wang Zhidong as Sina, it is only a need to attract attention and publicize businesses.

This era of entrepreneurship will be an era of cooperation and coexistence.

Setting up an entrepreneurial team with complementary advantages is the key to human resource management.

The team is the core of human resources. The different talents of "internal and external" and "main and external", the patiently "general manager" and "strategic leaders", the two sides of technology and market are indispensable.

The organization of the entrepreneurial team should also pay attention to personal character and problem perspective. If a team can always have constructive feasibility suggestions and a critical member who can constantly find problems, it will be very helpful for the entrepreneurial process.

The CEO of a core member of an entrepreneurial company needs to pay special attention to the fact that it is necessary to choose people who are passionate about the project to join the team, and to make everyone ready for a long day's work in the start-up stage.

Any talented person, no matter how highly professional he or she is, will not be able to meet the needs of starting a business if it lacks confidence in the undertaking. Such a negative factor may be fatal to all the members of the entrepreneurial team.

At the beginning of the whole business, the whole team may need to work sixteen hours a day and work even when dreaming.

High tech enterprises usually focus on technological innovation, so the most important part of R&D's human resources is high quality.

For the core technical personnel of the project, we must invest in hiring the best professionals.

A start-up business needs to be frugal in every aspect at the beginning, but it must be willing to invest in technology.

It has been said that an excellent programmer can be equal to one hundred excellent programmers. For such a small number of talents, they should be treated as well as possible in terms of remuneration, employee options and so on.

At the beginning of their business, an enterprise must set up a set of effective staff assessment schemes, and conduct regular and effective assessment of employees' performance. As for the way of assessment, they should adopt quantitative or face-to-face communication methods, each has its own length, and enterprises can take different measures according to their actual conditions.

Only the assessment plan is not enough. There is also a staff capacity development plan to help employees improve their abilities in work, in - house training and self-learning.

Such a development plan sometimes attracts more high-quality employees than the rich salary, especially for high-tech enterprises.

At the beginning of the business, most of the members of the entrepreneurial team are friends, but after a period of running in, the entrepreneurial team must undergo a painful "shuffle". Maybe some people can not agree with the idea, maybe some people have other plans, maybe some people are incompetent.

In fact, even the most experienced professional managers are most afraid of firing their employees.

For startups, the change of personnel is a big problem at the beginning of the business. Even if it is difficult to change, it is necessary to have the courage to change decisively and "shuffle".

One way is to stick to the idea that the company is not private, it is everyone, and can not take into account personal feelings. It is not necessarily feasible to change from a public heart. But whether this concept can be adhered to determines whether we can correctly carry out the decision-making of substitutions.

What is the most important thing for high-tech start-ups?

The first is human, second is human, third is human.