You should manage the company’s strategic plan and how we define and measure success.

Building a hyper-growth company is extremely complex. We’re selling dreams we haven’t quite
delivered on yet and as soon as we launch, it’s no picnic. In addition to satisfying investors and
employees, you have to follow the voice of our customers.

Building muscles, especially in a startup’s early days, takes time. You need to define the
operating model, develop processes, tools — and all that while making sure you have enough
money in the bank to sustain the operation.
In other words, the nature of a startup is that complexity grows exponentially, but the
infrastructure required to handle the complexity grows linearly at best.

This means there’s always a gap between what you need to do and your current ability to deliver
on it. This is where BizOps thrives.
If the company is the human body and the founders are the brain and heart of the body, BizOps
is the neural system. The different functions (engineering, finance, BizDev, etc.) are the muscles
the body needs to develop and BizOps is in charge of making sure the body builds and maintains
the muscles it needs to crawl, walk, and eventually run. BizOps has to be able to develop a
capability and then move on to the next area of impact. It’s very tempting to position BizOps as
the solver of all problems, and have it manage different operational functions, but by doing that,
you create a dependency on BizOps that dramatically lowers its effectiveness. If BizOps needs to
manage other functions (Office Ops, CX, Sales Ops, etc.) they too need to hire people, train
them, set processes, and eventually are drawn into managing the day-to-day. That takes away
BizOps’ agility and doesn’t enable jumping from one point of impact to another.
How BizOps Operates
So how does BizOps close the gap between the challenges at hand and the infrastructure needed
to develop, you might ask? Like many great things, there are three fundamental pillars to
BizOps. The first is serving as the founders’ commando unit. Everything the founders worry
about becomes something that BizOps should worry about. This means using a data-driven
approach to find the gaps between challenges and capabilities, and then planning and executing
‘special ops’ projects to close those gaps. These projects look a lot like management consulting
projects. You partner with the relevant teams, deep dive into the data and make
recommendations for change. However, there’s one dramatic difference between a management
consulting project and a ‘special ops’ project, and that’s implementation. BizOps makes the
recommendation for a change, but then also implements it and sees it through. You need to
collaborate and facilitate collaboration between teams, so they can continue to operate and grow
when you have already moved on to the next area of impact.
The second pillar of BizOps is to instill ‘data fluency’ in the company. Data is a language and
like other languages, just because you learned some French in high school doesn’t mean you can
necessarily use it to convey complex ideas and drive change. BizOps is there to develop the
fluency of the data language within the organization. This is especially important in a company
that strives to be non-hierarchical and encourages ideas to come from every direction and every
level. In these companies, data is the language by which decisions are made and is the currency
used to prioritize. By using data to help the company define its KPIs (key performance
indicators), BizOps helps craft the company’s success story, focus on what matters the most and
push the right initiatives. They are the authors of the dictionary, making sure metrics across the
organization are consistently defined. They write books, narrating the success of the company
through dashboards and insight digests, and they teach the team how to write and speak the
language by training to self-serve analytics.
The final pillar of BizOps is facilitating and managing the execution of the company’s strategic
plan. At Lemonade we tried many strategic planning processes until we came across OKRs,
which took us to the next level. OKRs, Objectives and Key Results, strike the right balance
between providing strategic focus and enabling the agility required in order to act in a constantly
changing environment. By defining ‘WHERE we want to go’ (the objectives) and ‘HOW we know
we got there’ (the key results) we are able to grant the teams the flexibility to define ‘WHAT we
need to do in order to get there.’ BizOps is instrumental in facilitating those discussions with the
founders, at the company level and within the different teams. They make sure the objective
touches the most critical areas of impact and that the KPIs and targets (i.e ‘key results’) really
measure what the objectives intended.
OKRs is where all BizOps pillars come together: data fluency throughout the organization allows
the democratization of initiatives while maintaining the focus on the most impactful ones; OKRs
allow the identification of gaps to be closed by the ‘special ops’ projects; lastly, OKRs set the
strategic cadence, the heartbeat of the company, providing the flexibility of teams to execute as
they see fit, while holding them accountable for outcomes rather than outputs.
The roles and responsibilities for this position include:
● Business Operations Analytics: Monitor and analyze ongoing business operations via
qualitative and quantitative methods to report on progress, OKRs, KPIs, SLAs.
● Build dashboards, reports, and ad hoc analyses to support ongoing operations
● Grow the efficiency of existing organizational processes and procedures to enhance
and sustain the organization’s internal capacity.
● Process Improvement: Analyze existing processes to identify inefficiencies and
opportunities to automate, optimize and reduce time, effort, and costs.
● Process Documentation: Analyze, map, and document relevant policies and processes
for visibility, alignment, and knowledge management.
● Manage timely data collection to update metrics to achieve productivity targets,
reduce cost-efficiently, eliminate errors, and deliver excellent service.
● Take a hands-on approach in leading a massive part of our operations, empowering
and working with different team leaders of various disciplines as partners.
● Build a work plan based on our company strategy.
● Lead our day-to-day activities, making sure we’re on track with our work plans,
understanding where we aren’t, and leading meaningful actions to improve.
● Lead collaborations with cross-company functions and set meaningful routines in
place. Be the team’s POC while working with other departments.
● Lead strategic projects, from discovery and prioritization to implementation.
● Establish and drive adoption of programs, projects, and tasks by using tools and best-
practice methodologies.
 ‫אצלי זה התחיל דווקא צר (פרוייקטים) והתרחב לממשקים‪ ,‬תקשורת (שת״פ) ותהליכים‪.‬‬

‫בשורה תחתונה מכניס שקט ובהירות לתהליכים של היחידה‪ ,‬כך שיתמכו באסטרטגית הארגון‪.‬‬
‫הסתכלות רוחבית על האופרציה של היחידה הארגונית‪ :‬ניהול פרויקטי רוחב‪ :‬פנים יחידתיים והממשקים עם‬
‫היחידות האחרות‪ ,‬ניהול האופרציה עצמה והכנסת תהליכים‪/‬כלים תומכים איפה שיש ריק‪.void ,‬‬

‫לפי דעתי זה קודם כל אחריות‪ .‬איש האופרציה יושב בצומת מאוד מרכזית ואחראי בסופו של דבר על התהליכים‬
‫הכי מרכזיים בחברה‪ ,‬אחראי על כל הנתונים שיוצאים מהמערכות השונות ואחראי על האנשים (שישתמשו נכון‬
‫וביעילות במערכות ויוציאו לפועל את תהליכי העבודה השונים‪ .‬וכל זאת בסינכרון מלא עם כל המחלקות)‪ .‬חוץ מזה‬
‫תכונות הכרחיות לפי דעתי הן‪ :‬יכולות אנליטיות‪ ,‬ניהול פרוייקטים‪ ,‬יכולת תיעדוף וגי'נגול מטורף בין טקטיקה‬
‫לאסטרטגיה‪ ,‬בין אנשים ממחלקות שונות ומתרבויות שונות‪ ,‬בין דרישות ה ‪ C LEVELS‬לבין ה‪SDR,SALES,CS‬‬
‫וגם אסרטיביות‪ ,‬חשיבה מחוץ לקופסא וביזניס אוריינטד‪.‬‬

‫אני אוסיף שגם יכולות הנעה של אנשים (ובכלל יכולות בין אישיות גבוהות מאד) ‪ ,‬ותושיה וחשיבה מהירה ‪-‬‬
‫למצוא פתרונות בשטח‪.‬‬

‫‪ 3‬הדברים עליהם לא הייתי מתפשרת הם‪ /1 :‬יכולת להניע תהליכים ולנהל פרויקטים ‪ /2‬יכולות בינאישיות והנעת‬
‫צוותים אחרים בארגון ‪ / 3‬יכולת לפרק בעיה לגורמים (הרבה פעמים אני רואה את התפקיד שלנו קצת כמו יועצים‬
‫פנימיים בארגון שמנסים להוביל שיפור והתייעלות‪)):‬‬

‫זה האתגר של כל יועץ ‪ -‬פנימי או חיצוני‪ ,‬לדעת איך להתחבר לאנשים ממקום שהוא לא מקום של כוח‪/‬ניהולי‪.‬‬
‫יש כל מיני שיטות‪ ,‬בין היתר ‪ -‬להתחבר לצרכים של המנהלים ואז האינטרס הופך משותף‪ ,‬גיוס תמיכת הנהלה‪,‬‬
‫חיבור ליעדי היחידה ולא פחות חשוב בעיניי ‪ -‬מיצוב שלך כגורם מקצועי שמטרתו לסייע למנהלים‪ ,‬לעובדים‬
‫ולארגון‪.‬‬
‫אין כאן קסם ולא תמיד זה מצליח‪ ,‬אבל ככל שיהיו יותר הצלחות ותראי יותר תועלות מהפרויקטים שלך ללקוחות‬
‫(המנהלים השונים בארגון והמנהלים שלך) ‪ -‬זה יהפוך לקצת יותר קל‪.‬‬

‫הטמעה זה פרויקט בפני עצמו‪ .‬גם אותו צריך לנהל‪ ,‬להגדיר לו"ז‪ ,‬יעדים‪ ,‬מדדים וכו'‪ .‬השינוי לא יקרה רק כי‬
‫ההמלצות שלנו טובות‬

‫סבלנות ויכולת התמדה‪ .‬הטמעה של תהליכים וכלים זה מסע‪ .‬לפעמים אפשר להשיג ‪ quick wins‬אבל לא תמיד‪.‬‬
‫חוץ מזה ‪ Adi Soesan‬היות ואנו עובדים ביחד‪ ,‬קל לי לומר שיש לך את כל מה שצריך‬