{"id":3150,"date":"2021-01-13T11:03:30","date_gmt":"2021-01-13T11:03:30","guid":{"rendered":"http:\/\/the-codest.localhost\/blog\/cto-challenges-scale-up-and-growth-of-software-products\/"},"modified":"2024-06-19T08:34:54","modified_gmt":"2024-06-19T08:34:54","slug":"el-cto-se-enfrenta-a-la-ampliacion-y-el-crecimiento-de-los-productos-de-software","status":"publish","type":"post","link":"https:\/\/thecodest.co\/es\/blog\/cto-challenges-scale-up-and-growth-of-software-products\/","title":{"rendered":"CTO retos - ampliaci\u00f3n y crecimiento de productos de software"},"content":{"rendered":"

Las preguntas que aqu\u00ed se plantean se refieren a las posibles amenazas y a la adopci\u00f3n del enfoque adecuado para gestionarlas. As\u00ed pues, siga leyendo para conocer situaciones habituales como el escalado prematuro, la deuda t\u00e9cnica, la priorizaci\u00f3n del software y las restricciones presupuestarias.<\/p>\n

Descamaci\u00f3n prematura. \u00a1Aseg\u00farese de estar preparado!<\/h2>\n

Una investigaci\u00f3n realizada por Startup Genome muestra que hasta en el 70% de los casos escalar demasiado pronto es la causa de la quiebra de una start-up. Las empresas invierten cuando no est\u00e1n realmente preparadas para ello.\u00a0<\/p>\n

\u00bfPor qu\u00e9 ocurre esto? Quiz\u00e1 la respuesta m\u00e1s sencilla sea que las empresas no saben cu\u00e1ndo es el momento adecuado para ampliar. Si su producto<\/a> no est\u00e1 preparado para ello, lo descubrir\u00e1 muy r\u00e1pidamente. No importa que los ingresos est\u00e9n a buen nivel, ya que otros procesos consumen el presupuesto. Otro error muy com\u00fan es aumentar la contrataci\u00f3n cuando el producto sigue siendo de mala calidad o ya no satisface a los clientes.\u00a0<\/p>\n

Puede que tengas una amplia cartera de clientes, pero \u00bfy si empiezan a abandonar cuando empiecen a ver las carencias y la falta de calidad? Creo que una buena idea respecto a escalar demasiado pronto es el principio de Pareto. <\/p>\n

Seg\u00fan sus conclusiones, 20% de clientes aportan 80% de beneficios. Por tanto, es mejor centrarse primero en perfeccionar el producto, conocer las necesidades de los clientes para que las caracter\u00edsticas del producto se ajusten lo m\u00e1s posible a mercado<\/a> expectativas. De este modo, podr\u00e1 tener una modesta cartera de clientes que conf\u00edan en usted y est\u00e1n satisfechos.<\/p>\n

<\/article-product-development-consulting><\/p>\n

Deuda t\u00e9cnica<\/h2>\n

Es un problema muy com\u00fan y exigente al mismo tiempo. La deuda t\u00e9cnica es siempre una limitaci\u00f3n para desarrollo de productos<\/a>. Puedes ocultar las imperfecciones del producto durante un tiempo, pero en alg\u00fan momento aparecer\u00e1n. Por eso, cuanto antes te ocupes de ellas, mejor.\u00a0<\/p>\n

La deuda t\u00e9cnica suele producirse CTOs<\/a> (y ejecutivos de la C-suite en general) que acaban de empezar a trabajar con un producto determinado. Lleva alg\u00fan tiempo solucionar todos los problemas, pero merece la pena. La implantaci\u00f3n de soluciones modernas, el funcionamiento sin fallos y el seguimiento de las mejores pr\u00e1cticas del sector es algo que sus clientes apreciar\u00e1n muy r\u00e1pidamente.\u00a0<\/p>\n

Para hacer frente a la deuda t\u00e9cnica, hay que rodearse de un equipo experimentado. equipo<\/a> de los desarrolladores. Aseg\u00farese de que su equipo es lo suficientemente competente como para superar este reto, de modo que no tenga que enfrentarse a ning\u00fan problema de este tipo...<\/p>\n

\"La<\/p>\n

Priorizaci\u00f3n del software<\/h2>\n

\u00bfConoce esa sensaci\u00f3n cuando mira su lista de tareas pendientes y ve una lista interminable de tareas por hacer? Este es tambi\u00e9n uno de los principales retos para los CTO que est\u00e1n escalando un producto. Por regla general, el n\u00famero de desarrolladores es limitado, por lo que hay que seleccionar y priorizar las tareas para mantener la continuidad del desarrollo.\u00a0<\/p>\n

Por supuesto, hay que contar con que no siempre se alcanzar\u00e1n todos los objetivos, sobre todo cuando el equipo est\u00e1 sobrecargado. Pero es algo natural y s\u00f3lo hay que gestionar todo el proceso con prudencia. Una alternativa a considerar es ampliaci\u00f3n del equipo<\/a>algo as\u00ed como un equipo de rescate que ser\u00eda un alivio para sus desarrolladores. Esta soluci\u00f3n es una oportunidad para acelerar el desarrollo.<\/p>\n

Limitaciones presupuestarias<\/h2>\n

Supongo que no existe un presupuesto demasiado grande, \u00bfverdad? Bueno, as\u00ed es en todo tipo de proyectos (especialmente desarrollo de software<\/a> ) y mantenerse dentro de los l\u00edmites es todo un reto para los ejecutivos de nivel C. La ampliaci\u00f3n siempre va asociada a grandes inversiones.\u00a0<\/p>\n

Desde la perspectiva del desarrollo de software, es sin duda el mayor reto, justo despu\u00e9s de adquirir los mejores talentos inform\u00e1ticos que garanticen un desarrollo sostenible y un producto de alta calidad. En cualquier caso, \u00bfc\u00f3mo hacer frente a las limitaciones presupuestarias? No existe una regla de oro. Mi sugerencia es que sin duda hay que hacer algunas suposiciones presupuestarias al principio y tratar de atenerse a ellas.\u00a0<\/p>\n

Por supuesto, estas hip\u00f3tesis deben estar respaldadas por an\u00e1lisis en profundidad y, preferiblemente, por la experiencia pr\u00e1ctica. Nunca planifiques todo tu presupuesto, deja una parte para posibles gastos extra o retrasos. A la hora de escalar un producto, siempre hay que hacer todo lo posible para evitarlos, pero, por desgracia, son muy habituales.<\/p>\n

Resumen<\/h2>\n

Si aborda correctamente el proceso de ampliaci\u00f3n de productos de software y evita estos errores comunes, acelerar\u00e1 su crecimiento y tendr\u00e1 posibilidades de \u00e9xito. Mi \u00faltimo consejo como CTO<\/a> es rodearse siempre de un taam de expertos. Recuerde que incluso el mejor CTO no alcanzar\u00e1 los objetivos de la empresa sin cooperar con un equipo cualificado. As\u00ed que... \u00a1buena suerte!<\/p>\n

<\/article-digital-product-development><\/p>\n

M\u00e1s informaci\u00f3n:<\/strong><\/p>\n

Desarrollo de software en Alemania: 3 cosas que debe saber<\/a><\/p>\n

Qu\u00e9 base de datos elegir para el tipo de datos espec\u00edfico de su proyecto de software<\/a><\/p>\n

El proceso de cambio de marca de The Codest. C\u00f3mo creamos una nueva marca siguiendo un enfoque MVP?<\/a><\/p>","protected":false},"excerpt":{"rendered":"

Las funciones del CTO son diversas, \u00bfverdad? Principalmente, se trata de estar a cargo de las necesidades tecnol\u00f3gicas, as\u00ed como de la investigaci\u00f3n y el desarrollo (I+D) de la organizaci\u00f3n. Sin embargo, en algunos casos, los CTO tienen que enfrentarse a otros retos m\u00e1s exigentes. Uno de ellos es la gesti\u00f3n eficaz de la ampliaci\u00f3n de productos de software.<\/p>","protected":false},"author":2,"featured_media":3151,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[4,8],"tags":[],"class_list":["post-3150","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-enterprise-scaleups-solutions","category-software-development"],"acf":[],"yoast_head":"\nCTO challenges \u2013 scale-up and growth of software products - The Codest<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/thecodest.co\/es\/blog\/el-cto-se-enfrenta-a-la-ampliacion-y-el-crecimiento-de-los-productos-de-software\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"CTO challenges \u2013 scale-up and growth of software products\" \/>\n<meta property=\"og:description\" content=\"The CTO\u2019s duties are diverse, aren\u2019t they? 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