Mo Shafieeha

Clarity of purpose Summarizes the company’s business on the back of a business card. Large markets Address existing markets poised for rapid growth or change. A market on the path to a $1B potential allows for error and time for real margins to develop. Rich customers Target customers who will move fast and pay a premium for a unique offering.... See more

As long as organizational issues go unresolved, you end up with a culture of underperformance throughout your whole organization if you don't fire one likable underperformer. Competent employees leave — they don't want more work. Less competent employees stay. The company remains likable for years to come. It is much more difficult to change the... See more

Three times a year, the DAO engages in two-week intensive governance participation periods centered on:It is time to change DAO key outcomes and KPIs. Identifying organizational needs and bottlenecks (which must hinder DAO from achieving its key KPIs). Pivoting, iterating, improving, and coming up with new work proposals.During shared discussions,... See more

The downside of blockchain and edtech1. Blockchain uses a lot of energy

When the iPhone was introduced in 2007, it mystified its competitors because it wasn't designed for the world as it existed. It was such a remarkable device that the world adapted to it. The iPhone keeps getting better as Apple fixes problems and adds new features. The smartphone illustrates a broader historical trend: technologies usually appear... See more

The author realized some benefits to his boss' approach to training. He would hire capable people and then throw them at things. If they didn't work, he would let them go.

Taking an idea from concept to business means moving through a series of gates. In the Silicon Valley model, the gates look something like this:

1. Develop an initial product concept and launch a Minimum Viable Product (MVP).


2. Iterate on MVP to reach product/market fit.


3. Scale up.


4. Cash-out.