Mo Shafieeha

It probably gives you an idea of context discovery when doing organization design in a large corporation. To understand what might need to change and why Microsoft's CEO Steve Sinofsky had to go through 'three months of 100 meetings. Windows leadership had to balance incentives with the structure for the organizational change to be successful.... See more

When he was CEO of Opsware, their toughest competitor Bladelogic started consistently beating them in large deals. His smartest people offered suggestions on how to avoid the battle. they regained their product lead after nine months of hard work on a rugged product cycle, building a company worth $1.6B in the end. "There are no silver bullets... See more

In order for investors to get interested, a $1B+ market is needed, but more aggressive entrepreneurs come with $5B-$10B+ markets, knowing that everyone else is $1B+. It is typically calculated by multiplying the number of potential customers by the amount each customer spends. In order to give credibility to the analysis, some might use third-party... See more

As a product leader, you should strive to be like In-n-Out. If your customer cherishes you for beef, keep the beef coming. Don’t confuse them with lettuce topped with a paltry dose of carrot sticks and cucumbers. Resist the pressure to become something you’re not.

Three: Learn and AdaptWe interact with a variety of feedback loops on a daily basis with systems. Systems thinking recognizes that they are intertwined, resulting in constant flows. It is in A World of Systems, developed by the Donella Meadows Project, that we discover how we are constantly interacting with multiple systems.

The biggest issue I have with the bloated addressable market slides we see in company pitches is that when we fast forward 5-10 years, the actual revenue generated by those companies will not even come close to equalizing the addressable market size. The addressable market size slide is usually the least useful in a pitch deck since it is too... See more

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.