Your personal task management app should allow all users should be able to assign tasks to one another in your system. Task Assignment: Dividing up a project or task needs to be something that anyone can do from their home screen, instead of waiting for an admin to set it up for them.However you cobble it together, here are the 12 features you’ll need to integrate into any task management system that works. With some training and a dose of company culture consideration, you can achieve what’s necessary for your team. You’ll need to put together a few different apps to achieve the best apps for productivity. Obviously, none of these options are great. Via open-source API developers, as Evernote does, which can be quite hit or miss in terms of results.Expensive web app automation services like Zapier and IFTT that need to be enabled separately for each process.Clunky native platform development like Salesforce’s task lists.These integrations are implemented in 3 ways: They either tell us that this is the next wave of cloud apps or create bundled integrations with sister apps that can be implemented (often for a fee). The cloud community’s solution to this has been two-fold. To be truly successful, it would need to track tasks and deadlines, but also provide the context that’s typically exchanged in meetings, emails, conversations, notes, and a host of other communications-all in one place. The reason is that we’d all like a project management tool to be more than just a task manager. Why is no task management app perfect for your company?

For many of us, these options just end up confusing the issue even more. The result has been the rise of a virtual industry of productivity apps like Evernote, Asana, Producteev, Get Flow, Teamly and others, which all claim to provide the perfect solution for your team. It turns out that it’s difficult enough to get people to write down what they’re doing in the first place-let alone to coordinate those behaviors across remote teams functioning off of a cloud-based SaaS system. But anyone who has ever tried to complete a team project knows that it can be akin to herding cats. As long as a high-tech startup provides relevant customer service, creates a culture that engages users, and treats individual feedback as community feedback, its users will continue to feel like VIPs.In the last few years, Silicon Valley investors have dedicated a tremendous amount of resources to finding a solution for team task management. In her view, “One might even go so far as to say the goal of customer happiness is to make itself obsolete (kind of like the women’s movement :)).” It turns out, scaling high-touch is not the goal. I thought high-touch was good, although hard to scale, and that newly high-tech startups needed to make sure to be high-touch enough to keep users happy. Initially, I wanted to find out how high-tech startups could reduce hand-holding without losing the VIP experience. “For every person who reports a bug or needs help with an issue, we imagine a hundred other people having the same experience but without the time to write in.”

Mike Kai, Lifeyo founder, believes that overlooking one user’s question can potentially have amplified effects. Treat a user’s feedback as the tip of the iceberg

For Huck, a transition from low-tech to high-tech should include a strategy to leverage user-to-user support along the way, whether it’s naming a few super-users go-to brand ambassadors, or crowdsourcing the FAQ page.ģ. More users don’t necessarily mean more workĪs Producteev‘s community manager, Judi Huck has a two-pronged approach for scaling customer support: a) optimize product messaging, and, b) strengthen relationships with customers. Sumazi‘s founder, Sumaya Kazi, goes one step further, “ have more time to be more accessible and helpful to our users now that so many of the processes are automatic.”Ģ. Here are three principles they work by as their startups continue to scale from high-touch to high-tech:Īccording to Danae Ringelmann, IndieGoGo co-founder & COO, “canned answers get a bad rap because they often don’t answer the questions asked hence the execution is poor, not the concept.” If canned answers address the questions that people are asking, Ringelmann reckons that they will not be considered impersonal. How can a low-tech, high-touch startup scale to a high-tech one without losing users? I asked several tech startup founders, community managers, and users for any lessons learned on how startups can successfully transition their early adopters, who are used to feeling like VIPs, to technology that reduces hand-holding.

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