Startup Advice
sari and
Startup Advice
Is the situation actually complicated or is it really quite straightforward, but you're making it complicated because it requires a lot of courage to make the straightforward decision?
Superhuman
Don't Just Throw Together a Webinar — The Virtual Events Crash Course You Need
First Round Capitalreview.firstround.com.jpg)
It takes less effort to interview three times as many people as it does to turn a mediocre performer into a star.
nametwitter.comRethinking the startup MVP: Building a competitive product | Linear
linear.app
The Jenga situation
seths.blog
The early days are exciting. Customers are seen and heard and served. Variations are created and value is produced as problems are solved.
In the early days, the most celebrated employees are the ones who figure out what someone needs and then determines a way to fill that need.
Once the organization gains traction, it’s possible that a short-term profit maximizer will join the team. They push to treat the customers as replaceable flanges, almost identical, income opportunities to be processed. And the employees? They are expenses, not part of a team.
It can seem like the fastest way for a stable business to increase profits is simply to remove some sticks. Process more flanges with fewer expenses. Lower overhead, measure the easy stuff, do it faster.
We spend too much time dealing with shaky towers. The resilience of people connecting, of organizations evolving, of service and clarity and generative work is far too important to be threatened by a few hustlers who insist on measuring the wrong thing.
My philosophy re startup speed has completely changed over the last few years.
I grew up at Uber, professionally, which held speed as the absolute, ultimate goal.
Now, I still value speed, but hold quality as the binding constraint.
Flo Crivellotwitter.comagree w/this point. speed gets less important the more competitive your market is. when the market is already full of crap you really need to rise above the rest
Disruption, as theorized by Clayton Christensen in the early 1990s, is a process by which a startup offers a lower-cost product that performs worse along standard dimensions of performance for a small subset of customers outside of the mainstream. The product gets adoption, though, because it performs better on a new dimension of performance that... See more