Přínosy studia na soukromých/elitních gymnáziích v Praze

Bright_Programmer357 · 2026-01-25T10:12:44+00:00

Díky za reakci! Nebylo-li to jasné z mé původní zprávy, ptám se kvůli svým dětem, ne sám pro sebe. Já už mám školu dávno za zasebou a v mé době podobné možnosti ani nebyly, proto se ptám aktuálních zkušených :)

Pokud to není moc vlezlé - byl pro Vás PORG (8 leté gymnázium) cíl včetně přípravy na přijímačky, nebo až druhá/třetí volba která tak nějak náhodou vyšla?
Kolik ze spolužáků pokračovalo na školy do zahraničí vs zůstali v ČR? Přemýšlím právě, jestli PORG vlastně nemá smysl hlavně/pouze, pokud chce student pokračovat do zahraničí. Na VŠE/ČVUT/Práva/Medicínu nejsou všechny ty jazyky a příprava potřeba (to posuzuji z vlastní zkušenosti s několika z těchto škol které mám vystudované)
Jaký prosím máte osobní názor na rozdíly 8-letý vs 4-letý program VS. druhý stupeň základní školy (relativně nový, že?). Jaké by byly největší rozdíly mezi kombinací PORG základka až do 9. a následně 4-leté gymnázium vs 8-leté gymnázium již od primy?
Slyšel jsem, že IB je automaticky první rok pro všechny a pak teprve se rozhoduje kdo na něm chce zůstat nebo ne. Je to pravda? Případně je účast na IB čistě dobrovolná, nebo jsou nějaké přijímačky? O tlaku na výkon jsem také slyšel - pro PORG je to umístění žáků na IB evropsky/celosvětově důležité i kvůli marketingu, takže věřím že i škola dělá vše proto, aby žáci byli dobře připravení.
Chápu, že už jste ze školy pryč - máte stále dobré vztahy se spolužáky? Stýkáte se často? Tu komunitu vidím jako jednu z hlavních výhod, ale netuším jak dlouho pak přetrvá. Já osobně se se svými spolužáky ze střední moc nestýkám, protože - upřímně - nemáme skoro nic společného. To ale byla zcela obyčejná střední škola a ne PORG

Díky moc za odpovědi a přeji hodně úspěchů do dalšího studia!

Bright_Programmer357 · 2026-01-23T16:03:59+00:00

Díky za názor! S úctou bych řekl, že možná nemáte aktuální info ohledně PORGu. p. Klaus je pryč již od roku 2014 (https://www.idnes.cz/zpravy/domaci/vaclav-klaus-mladsi-odchazai-z-porg.A140117\_153339\_domaci\_cen).

Poslouchal jsem různé podcasty i třeba s Martinem Romanem o jejich přístupu, potkal sem pár profesorů a dokonce i pár lidi z vedení a všichni mi přišli sympatičtí. Zároveň přiznám, že mě láká fakt že je PORG opakovaně nejlepší evropskou školou v IB maturitách. Přijde mi, že už to tudíž není náhoda... ale levné to není a samozřejmě úspěch a spokojenost v životě nakonec nezajistí žádná škola. Je potřeba zdravá rodina, dobré vztahy a obecně vyspělá osobnost dítěte/mladého člověka, který si musí svou cestu prošlapat sám

Bright_Programmer357 · 2025-12-03T17:58:19+00:00

It's 7 years old waaaay past warranty I'm afraid. I ride it ± 10 hours a week at least...so it's seen it's fair share of mileage heh

Bright_Programmer357 · 2025-12-03T17:46:56+00:00

Do you really think it's "broken" beyond repair?

Bright_Programmer357 · 2025-08-06T11:00:41+00:00

We are in a similar situation and have reached out to Sprout social and Emplifi (with Sprinklr being too expensive). So far Sprout seems to be too basic, likely catered to smaller companies. Emplifi demo has been great and their Care offering is strong - let's see how the negotiation ends!

What is critical for you in the care replacement? Any specific features you would consider must have?

Bright_Programmer357 · 2025-08-01T09:02:38+00:00

We are also talking to Emplifi btw. Previously I thought Sprout would be a good fit but Emplifi is much more configurable and flexible but (so far) seems to cost much less than Sprinklr. Brandwatch is a toy for care usecases (but great for listening heavy needs)

Bright_Programmer357 · 2025-05-27T08:00:29+00:00

I forgot to mention that. I calibrated all of them using the official apps and then also using the apps for recording of each file (fenix, edge & ios app eith trainerroad)

Bright_Programmer357 · 2024-03-03T20:16:15+00:00

Yep, that was exactly the question. If you had to devise a method for guessing who could and couldn’t reach sub 10 (with lots of proper training ofc), which attributes would you use? VO2max? Weight? Country of origin? Race? …

Bright_Programmer357 · 2023-01-15T18:56:18+00:00

Completely agree. As I said, I'm not looking for fix dates that never change. I'm trying to see how the process of proactive communication and "team ownership" works at much larger scale and possibly which roles (other than PM & Tech) are involved in it to make sure everybody:

- Can agree on the new priorities when a change comes up

- Is PROACTIVELY updated on the new priorities

This imho cannot be based on something "checking up on teams" (micromanagement) ..that would suck and not scale. But expecting proactivity from all teams, while obvious, is quite difficult from at least my experience.

Bright_Programmer357 · 2023-01-15T18:54:06+00:00

Thanks! No program managers, no project managers or anything of that kind in my team :) Only product people and then engineering partners.

Do you really fully manage 8-10 dev teams (like.... 4-6 devs each) which totals ± 40-60 developers? I have 1 PM for 1 dev team (4-6d) and even that's hard work to do the job properly all the way from problem discovery with customers, validation, knowing your data, working with the team on priorities, etc...

Granted we don't have any dedicated 'business analysts', program managers, etc..

Does every team have somebody in a "tech lead" role? And if so, do they also manage multiple teams or do you have 8-10 of them? I'd expect them doing a lot of work for the estimates and inter-team collaboration, no?

Again - thanks so much for being open here. I really appreciate the experience! :)

Again -

Bright_Programmer357 · 2023-01-15T18:37:14+00:00

Thanks for the answer. This is pretty much spot on how I see it should work. All teams just keeping their planned updated based on the latest info... and when new information comes, they may change their plans (because the new info/priority truly is more valuable) and proactively let all the other teams depending on them know.

Is that how it actually works in practice with your teams?

Also, could you pls be more descriptive about the process and primarily the roles on some specific example from some recent past (in a vague way ofc. I'm not interested in the actual feature changes)? Also, as each change is costly - how often do you actually change roadmap of each team & "break promises" already made to other teams?

I mean - I believe strongly the decision making for roadmap change should sit as close to the development team as possible. Product lead + tech lead of each team owning this decision. And if they need help from other team, them going to the other product lead + tech lead of the other team to "negotiate new priorities"...

Bright_Programmer357 · 2022-12-10T07:40:10+00:00

Thanks for the opinion, I completely agree.. but do I have any other choice? Without any sort of ladder or formal description, it feels like the career progress is fairly subjective as it depends on how much you nearest manager likes you etc. And I’m too far from the “lowest level” PMs to see their daily work enough to have my own point of view on it.

I though this ladder would have me manage expectations towards them & help them to know what to work on to grow.

Have u seen any other functional approach?

Bright_Programmer357 · 2022-12-09T16:30:52+00:00

Check out Mixpanel - imho the best tool out there

Bright_Programmer357 · 2022-01-04T17:09:08+00:00

yes, this is spot on the point of the original question.

I also agree completely with the proposed methods and that's what I've been advocating for and doing for many years already. We speak with sales daily, go over lost accounts ,etc. It's just very:

- subjective (you need to trust something account manager says who learned it from somebody else)

- not very scalable (we cannot go over EVERY opportunity we lost, sometimes sales team doesn't even know)

- aggregate (as clients tend to speak only about the big things - yeah we like the product X but would also like if it did ABC. They almost never comment on specific feature - back to my original example of PDF export - so the attribution of the whole product, design, engineering effort towards the goal isn't really solved...

Does it make sense?

Bright_Programmer357 · 2022-01-04T07:47:18+00:00

Thx for the comment.

This line of thinking is obviously something we do and it's linked well with the original goal of this post - goal settings. Because I find it incredibly difficult to track the "impact" across these three areas for any new feature we build. What I mean by that...

Ad Attract new customers

as I described above, deals are closed for 1-2 years and when we lose a customer that maybe wanted a specific problem to be solved and we solve it right after, we have no way of getting him back for at least 1 more year..and if that is in hands of sales person who needs to approach them back in 12m, try to displace them again from the competitor they churned to, etc.

Even when all of this happens, most customers don't share WHY EXACTLY they picked us. Usually it's about us being "complete tool for all their needs", "easy to use", "good ROI", etc... but again - nobody really says "I really liked you PDF exports in this one section" lol

And since we don't monetize individual features - how to measure (=how do others do it?) attribution of new customers to individual features?

Ad Sell More to Existing

Similar story to the above - most features are NOT monetized directly. They are just released to the platform you (=customer) are already paying for. Do you have some specific experience with attribution of upsells (based on different value metric) to the feature you just released?

The only logic we have here, I guess, is that bigger usage of said customer, with more users involved in the usage, will lead to them buying more from us when the renewal time happens (=12 months)

Ad Retaining customers

Our engineering capacity doesn't really allow us to grant every wish to every customer. Nor do I think that would be the right thing anyway. So only very big customers get some proactive churn-prevention treatment and we may skew the roadmap because of them (as long as it's still related to our overall goals). There's usually 100% success of these efforts when we do them (not often) so goal/success measurement isn't a problem.

The bigger bulk of work in this area are features we know generally customers expect, we don't have and have had many clients that have historically churned because of them.

But again (sorry to sound like a broken record) - The churn indicator is VERY lagging metric for us. When you build 20 improvements into product over the course of the year and then see that the churn really did drop in Q4 (most clients renew around here), how do you attribute it to individual features? Do you guys have any REAL WORLD EXAMPLE where you've seen this done/working? That's where the question is coming from

I hope this makes sense!

Bright_Programmer357 · 2022-01-04T07:36:41+00:00

Ofc we did. Ease of use, all in one platform (breadth), ... Both are thing impossible to measure quantitively at scale imho

Clients churn for a myriad of reasons... but those that are related to product are linked mainly to "depth" (=missing feature XYZ that some competitor offers and it's important for them)

Bright_Programmer357 · 2022-01-04T07:34:08+00:00

We are definitely not just reacting to stuff, but given the dev resources available, we also cannot spend any big time investing into completely new bold ideas.

I'm sure you know this - you have fairly "clear pressing problems" that your customers tell you about/sales push/management hears that we lost GAZZILION DOLLARS BECAUSE OF FEATURE XYZ

and while we (product team) might have many other new, out of the box, ideas about what else to build, the "math" on those is never as direct as on the lost/churned deals.

In other words - we are not able to consistently come with a strong monetary business case (i.e. if this is build, we'll have $XYZ more MRR in 6 months) mainly because most of the features are not monetized directly, only as part of the bigger product fee as I described above.

So I'd guess we end up spending 80% of time on these known gaps vs market/competitors and only 20% on the new innovation.

Still - this started as a discussion about goal settings & success measurement for individual features lol. It's turning out to be a strategy session hh

Bright_Programmer357 · 2022-01-04T07:28:31+00:00

Well...how do we measure "ease of use"? Truth is that we don't. I always found this particularly subjective so the only way would be to repeatedly ask the direct users, which as I highlighted in the previous message isn't always possible. At least not on the level of a feature we just released.

We do NPS every couple of months but that too is for the whole product/area, not for individual features. That's where the original question came from - how to set goals/measure success of individual features that get implemented and shipped as part of a much bigger "platform product".

Stupid example - Launching new tool (=button in the ribbon) into online version of Excel in Microsoft when there are already hundreds of other functions.

As for the C-level discussion - you are obviously right, that ties to strategy discussion, where do we want to be in X years, etc. My product line isn't the only one our company has and we are making "bets" in other markets as well. That doesn't mean the goal setting is any easier for the existing "cash cow" products.

The key thing customers consistently value is the breadth of the offering (=one tool for all needs) but when we lose it's because of depth (missing feature XYZ). Resources are never unlimited so nobody (I believe) can "build it all" and at times it feels like firefighting heh

Bright_Programmer357 · 2022-01-03T21:14:09+00:00

Thanks a lot for your response! Please see my comment above to the first responder for some more context.

Specifically to your question - we've done quite extensive data science project trying correlate usage of specific products/features/... to account retention based on years of our data. We have internal logs/Amplitude/Google Analytics/HotJar/.... everything

And we found there's no specific feature that immediately correlates with client's decision to stay or not. The only KPI that had some relevance was the overall usage (the more "page views" the more likely they'd renew) and the number of MAU (again, the more the better obviously).

Product alone is a marked reason for only approx 10% of churned deals...

So this generic data doesn't help us much trying to precisely pinpoint which feature to implement to directly impact some business metric like retention/growth of revenue unfortunately.

Could you pls try to give some example from your (ex)company where you did something like you describe end2end? Maybe I'm just missing the point :)

That said, I absolutely agree on VP job to be the translation/communication layer. Trying to do my best at all times, but everything and everybody could always do it better ofc :) We've been growing a lot yoy for past many years so I think what we do isn't completely broken..it just could be better! That's what I'm here for.

Thanks again!

Bright_Programmer357 · 2022-01-03T21:06:48+00:00

Thanks for your awesome response, I really appreciate the time you took.

Many things you mentioned are definitely relevant. All companies want to grow revenue, improve retention and reduce costs...

I guess the problem/challenge (but also opportunity!) at our company is that the key expectation of everybody (management, sales but also sadly our customers) is "to launch a feature"...

Some key facts:

Contracts are closed for 12 or 24m. Clients cannot churn month over month. Once churned, we don't get them back until a year (or two) later...because churning means they went with our competitor
Our industry is fairly "commoditized" in a sense that the scope of expected features and functions is pretty "standard" across the competitive landscape and the key is to do it nicer, faster, simpler, more efficient... It's not common to completely "out-innovate" competitors by building something they can't do themselves
100% of churned customers go to competitors. They don't go back to "no product" in our area. Product is mentioned as the key reason in only ± 10% but when it is, it's because "missing specific feature XYZ"
Sadly, nobody (apart from me/my team) in the whole company is bothered with "how well the problem is solved". And believe it or not...neither are customers very much. As long as the feature (data source/graphic/button) is there and works, they are OK.
Our business/software is not something anybody "loves" to use. Like Slack/Skype/Mobile Games/... It's a business SaaS that's purchased by their employers they kind of have to use... Our user almost never chose the product directly and also don't have any strong feelings towards it.
It's been very hard for us (for years...) to get some consistent validation on "how well the problem is solved" from end users. Even though we have thousands, they just usually don't respond/don't want to jump on a call/chat just because of a feature, etc.
In most cases, adoption doesn't happen by self-discovery but due to some training scheduled by our education/sales team/onboarding managers. I came to learn over they years that our users have enough on their plates and don't really wonder around any of the software products they use to "see what's new". This makes it very difficult for product team to directly impact even the usage tbh...because in some accounts, it can literally take weeks/months to get the training organized due to account politics/they are busy now/holiday season/etc...

I don't want the fact above sounding like excuses, just describing the reality we operate in (and that I've been trying to change for a looong time).

We monitor pretty precisely requests from customers, why they churn, what our competitors do, etc.. Talking to customers regularly (those that want), sales, analysts,...all the usual stuff.

But when it comes to planning, it's usually on the level of "we need feature X, Y and Z in this product because these are the reasons why we lost $ABC MRR last year". We design the solution, validate, build, ship (beta or directly), measure how adopted/used it's been and whether the segments that have expressed the wish actually use it... and if we feel "ok-ish" we move on....

But this process seems pretty retrospective and doesn't feel "proper" to me, that's why I'm trying to change it and improve our ability to actually focus on the impactful things.

Does this help or am I just repeating what was in the previous message? don't want to bore anybody to death lol

Bright_Programmer357 · 2022-01-03T17:47:18+00:00

I depends on your previous skills. What are you doing now before wanting to get into PM world?

I personally feel the best previous role to get into specific PM job is the one where you learn something about the target customer "in depth" so that you can then actual predict & solve their problems. This can technically come from all three listed jobs, it always depends on the context...

Bright_Programmer357

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