LTV Overview

Launching Technology Ventures (LTV) is designed for three types of students interested in the Internet, mobile, and enterprise software sectors:
  1. Those who will work at startups (typically in a PM, biz dev, sales or marketing/growth role)
  2. Those will work at established tech companies (in a similar range of roles)
  3. Those who are interested in starting their own companies
The course takes the perspective of functional leaders in information technology startups, with a focus on product, engineering, sales, marketing, and business development. For each function, we explore challenges that managers encounter before and after a startup achieves product-market fit, that is, a match between its product solution and market needs. We also study cross-functional conflict in new ventures and ways in which managers cope with such conflict. LTV will emphasize implementation rather than strategy issues.

Through case studies and panel discussions, LTV will examine functional management challenges in startups, such as:
  • Product Management. When and how should an early-stage startup-especially one with a strong, product-oriented founder-introduce formal product management processes, e.g., project prioritization and tracking systems, product roadmaps? How do product managers deal with typical sources of conflict with engineering, e.g., tradeoffs between cost/time-to-market on the one hand and functional performance/quality testing/breadth of features on the other?
  • Engineering. How can managers in a seed-stage startup mitigate risks with outsourced software development? What are the tradeoffs with different approaches to software development, e.g., "waterfall" versus "agile," and when does each make sense? What is "technical debt," and what can engineering managers do to reduce its impact?
  • Sales. When should a seed-stage startup recruit its first sales professionals, and what hiring criteria are appropriate? What are the attributes of ideal beta customers for radical new innovations? How can sales managers and their counterparts in other functions respond to enterprise customers' demands for product customization? What are best practices for scaling a direct sales force? For managing value-added resellers? When is the best time to trigger monetization experiments and how should a freemium model be best executed?
  • Marketing. How can a resource-constrained early-stage startup optimize the use of different customer acquisition methods, e.g., growth hacking, SEO, SEM, affiliate programs? What considerations are relevant in pricing a radical new innovation? What are best practices for managing public relations and the trade press?
  • Business Development. How should the business development team prioritize smaller "easy wins" versus blockbuster deals that could significantly improve a startup's position? How can the team protect the startup's interests in the face of asymmetric bargaining with powerful partners? What are best practices for managing "turnkey" relationships with large numbers of small partners, for example, developers who leverage a platform's API?
We have published this blog to provide more transparency into the HBS curriculum and welcome comments and feedback on the topics, readings, etc.

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