Startup Growth
sari and
Startup Growth
Steve Jobs: The more dependent Google is on Apple, the better
October 10, 2008
The way managers are taught to run companies seems to be like modular design in the sense that you treat subtrees of the org chart as black boxes. You tell your direct reports what to do, and it's up to them to figure out how. But you don't get involved in the details of what they do. That would be micromanaging them, which is bad.
Hire good people and give them room to do their jobs. Sounds great when it's described that way, doesn't it? Except in practice, judging from the report of founder after founder, what this often turns out to mean is: hire professional fakers and let them drive the company into the ground.
The Twenty Minute VC (20VC): Venture Capital | Startup Funding | The Pitch: 20VC: Box's Aaron Levie on Why Founders Cannot Hedge Their Bets, The 2 Categories of Wrong Decision and How To Avoid Them & The Biggest Dangers of Being Over-Funded as a Startup
Harry Stebbingsthetwentyminutevc.libsyn.com
Here are (some) steps founders can take to get reporters to write about their companies (a thread). (Caveat: this thread is not exhaustive and really applies only to me)
✡️ Jon Shieber ✡️twitter.comHave been lucky to meet with or study hundreds of companies in 2021.
Here's an ongoing list of company attributes that I find interesting...
Patrick OShaughnessytwitter.comAggressive growth projects often lead to UX cruft, slowly degrading long-term user engagement and retention. Yes, you can move short-term metrics by throwing a blocking modal that up-sells a subscription (yes newspaper websites, I’m talking about you!) but how long before that alienates long-term users?
10 years after "Growth Hacking"
tension and trade-off. short vs. long-term thinking.
Drive Growth by Picking the Right Lane — A Customer Acquisition Playbook for Consumer Startups
Dan Hockenmaierreview.firstround.com