<aside> <img src="/icons/info-alternate_red.svg" alt="/icons/info-alternate_red.svg" width="40px" /> This page details how we structure work in teams at Zindua School. While the teams could change, the principles for how to scale teams doesn’t change frequently.

</aside>

Team Principles

The principles below have been inspired and adapted from the PostHog Company Handbook

• Any Zindua Team will comprise of 2-6 members, nothing more and nothing less. There’s no proper structure for accountability and feedback in a one-person team. Teams with more than 6 members are prone to dead-weight where 2-3 members are responsible for most of the progress and the rest are just ride-alongs. Meetings also become incredibly inefficient when more than 6 people have to report progress, high chances team member one might not even have touch with the team member 7. The ideal team size is actually 3-5, it is hard top get lost on responsibility and the team can amalgamate a diverse set of specialised expertise needed to fulfil the team’s final objective.
  • If a team has only one member, it is deprecated and coupled into an already existing team
  • If a team hits 6 members, it is split based on relatable functions with new leads assigned
• Every team has an end customer. This customer could be internal or external.
  • Internal Customer could be another team or individual who relies on a particular input to fulfil its results. Example: if there is a marketing and sales team, the marketing team’s end customer is the sales team as it has to produce leads for sales to convert
  • External Customer is more self-explanatory this could be a student seeking to be educated or a platform user looking to learn seamlessly from our courses
• Every team is anchored on one KPI. Every function in the team is funnelled to optimise this one KPI that matters most to the end customer. KPIs should represent best what fully shows that the end customer has been activated.
  • Slack Example: The layman’s KPI to vet the product is to track number of weekly active users, however, the number of users who have sent 10+ messages is a better indicator of a user who has been activated and the product presents a working solution for them.
  • Github Example: The layman’s KPI is to gauge the number of weekly active users or repositories created, however, the real product KPI is the number of commits made (commits are better indicator of a user who has been fully activated)
  • Zindua Example: The layman’s KPI to gauge how good our programs are is the number of graduates, however, the real KPI is the number of graduated who get hired 6-12 months on graduation (Students come to us to upskill then get a job, we optimise for that)

Team Structure (EGO)

Education Department

This department is in charge of content development and technical mentorship. The end customer is a student who has enrolled to learn and get technical skills. The department is broken down into the following two teams:

Software Engineering Team

• Team Members
• Associated Courses
• Associated Programs

Data Science Team

• Team Members
• Associated Courses
• Associated Programs

Growth Department

The department is in charge of marketing (promoting awareness about Zindua School) and admissions (closing leads into students). The end customer for this team is the the operations team which needs students seated in the class.