Startup Systems
Per Hugander • Take a Skills-Based Approach to Culture Change

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.
Superhuman
Often, we use the product we make as a... See more
Product and Process
Reflections on a movement | Eric Ries (creator of the Lean Startup methodology)
That’s why our digital habits matter. Not to save us five or ten minutes a day, but to save us from a few hundred unimportant decisions that break our flow.
For example, if instead of trying to come up with a unique... See more
Digital shortcuts and cognitive load
Lenny Rachitsky • How Perplexity builds product
how Perplexity builds
I tell founders to think about the problem they’re solving, specifically my LUV framework:... See more
- Large: Is the problem you’re aiming to solve large enough—customers, users, spend, etc.?
- Urgent: Is the problem urgent to your users/customers—will they be interested in a new offering, change their way of solving this problem today?
- Valuable: Are people
