Beekey Cheung is a software engineer with a large amount of enthusiasm for economics and a passion for education. He loves mentoring other programmers and is currently building an application to te...
Slightly off topic, but I was at a company that grew very fast and it made me realize that a channel strategy has to change as a company grows.
For example: a "sales win" channel makes sense when your B2B company is a dozen people. It becomes a constant stream of interruption when your company is 200 people. The same goes for the "lunch" channel and other various hobby channels.
The problem is that these channels can help bring a team closer together when a company is small. Getting rid of them when a company gets larger would create negative feelings from that original team. Leaving them results in people checking every slack channel every 5 minutes, killing productivity. I'm not sure what can be done to mitigate this, but I think it's important to consider when coming up with your channel strategy. Just like software architecture needs to change as the system scales, so does a company's communication.
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Slightly off topic, but I was at a company that grew very fast and it made me realize that a channel strategy has to change as a company grows.
For example: a "sales win" channel makes sense when your B2B company is a dozen people. It becomes a constant stream of interruption when your company is 200 people. The same goes for the "lunch" channel and other various hobby channels.
The problem is that these channels can help bring a team closer together when a company is small. Getting rid of them when a company gets larger would create negative feelings from that original team. Leaving them results in people checking every slack channel every 5 minutes, killing productivity. I'm not sure what can be done to mitigate this, but I think it's important to consider when coming up with your channel strategy. Just like software architecture needs to change as the system scales, so does a company's communication.