Often entrepreneurs ask me 'What technology should I build my startup on?' There is no right or wrong answer to this question. It's a decision every company makes for itself, depending on what it's trying to build and the skills of its cofounders. Nonetheless, there are a few rules that one should adhere to. We discuss them in this blog post.
What happens in your company when a production incident occurs? Usually in a typical startup, you will see engineers running around frantically trying to resolve the problem. However, as soon as the incident is resolved, they forget about it and go back to their usual business. A good incident response policy can help bring order into chaos. We provide a sample template in this blog post.
We discuss why software deadlines usually don't make sense.
We discuss a number of freely available online tools which can be used to analyze bottlenecks in your website.
In this article, we show that security is both important and achievable for smaller companies without breaking a bank.
Thursday, June 26, 2014
Tuesday, April 29, 2014
While it's reasonable for a job applicant to expect a stable well-paying job, the question usually indicates to me that the person is clueless about startups, and shouldn't be working there.
There is no such thing as job stability anymore - look at big investment banks on Wall Street, most of them lay off 15% of their underperformers every year; or even more than that when they fail to meet investor expectations. We've seen huge companies like Enron or Tyco lay off thousands of hard-working employees, because of mismanagement and fraud.
At the same time, we all know stories of 3 people working in a garage, becoming millionaires because they were passionate about what they did, and worked to succeed against all odds.
How do you know the small company is stable? You don't. If you underperform, you'll be fired. If the company loses money, then you'll lose your job.
But if you are really good - you will easily find another job, and will gain invaluable experience about what went wrong in a business that you worked at.
Just my 2 cents.
Tuesday, February 4, 2014
....When I reflect on the last 10 years, one question I ask myself is: why were we the ones to build this? We were just students. We had way fewer resources than big companies. If they had focused on this problem, they could have done it.
The only answer I can think of is: we just cared more.
Tuesday, December 3, 2013
The key point he raises is "Startups fail because they confuse search with execution". The main thing a company at early stages should be doing is looking for a product/market fit, establishing a customer feedback loop, while minimizing the cash burn.
I highly recommend all entrepreneurs to go and read this:
Tuesday, November 19, 2013
Wednesday, November 13, 2013
DecisionTech has the most experienced executive team, a seemingly indestructible business plan, and top-tier investors. Yet it's losing market share and is behind it's competitors.
The reason is -- their team isn't working effectively together.
"If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time."
"If everything is important, then nothing is".
"All of you, every one of you are responsible for sales. Not just JR. All of you are responsible for marketing. Not just Mikey. All of you are responsible for product development, customer service, and finance. Does that make sense?"
Explanation from the book:
1. The first dysfunction is an absence of trust among the team members. Essentially, this stems from their unwillingness to be vulnerable within the group. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation for trust.
2. This failure to build trust is damaging because it sets the tone for the second dysfunction: fear of conflict. Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas. Instead, they resort to veiled discussions and guarded comments.
3. A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of commitment. Without having aired their opinions in the course of passionate and open debate, team members rarely, if ever, buy in and commit to decisions, though they may feign agreement during meetings.
4. Because of this lack of real commitment and buy-in, team members develop an avoidance of accountability, the fourth dysfunction. Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.
5. Failure to hold one another accountable creates an environment where the fifth dysfunction can thrive. Inattention to results occurs when team members put their individual needs (such as ego, career development, or recognition) or even the needs of their divisions above the collective goals of the team.
Sunday, November 10, 2013
Monday, November 4, 2013
Tuesday, October 15, 2013
Saturday, October 12, 2013
Originally posted at http://www.huffingtonpost.com/2012/06/28/joke-the-three-envelopes_n_1635781.html