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.
Saturday, February 23, 2013
Tuesday, February 19, 2013
Saturday, February 16, 2013
All hiring managers want to hire the “right” person for each position. Only half succeed. The other half end in failure, impeding direct projects as well as indirectly eroding revenue, EBITDA, and company valuation.
A good reminder of why hiring great people is key.
"A picture is worth a 1000 words." A KickStarter project by "Funders and Founders" in San Francisco aims to create a graphical book about being an entrepreneur http://www.kickstarter.com/projects/annavital/becoming-an-entrepreneur-infographic-book
The above picture "Connecting with people" is from that book. If you like it, go ahead and donate to a good cause.
Wednesday, February 13, 2013
Transcript of "You are doing it all wrong: tips for entrepreneurs on hiring great developers" meetup
Monday, February 11, 2013
Today on the MediaBistro Morning Media Menu, we explored the Cinchcast platform, a cloud-based tool for recording audio.
Sunday, February 3, 2013
The Law of Forced Efficiency states, “You never have enough time to do everything, but you ALWAYS have enough time to accomplish the most important things.”
A good way to visualize your tasks and how to simplify them from the author of "Power of Less" in his ZenHabits blog: http://succcess.org/2012/09/so-you-think-you-are-too-busy-to-watch-this-video-what-a-joke/#more-658
"Check out this chart (below) and makes sure you understand it! The UPPER RIGHT, known as quadrant #2 is for: Preparation, Prevention, Values clarification, Planning, Relationship Building, True recreation, Empowerment. Right there in Q2 is TRAINING, LEARNING, SHARPENING THE SAW.
If you’re “too busy” you living in Q1. Crises mode! Find time/MAKE time for Q2 Today."
Saturday, February 2, 2013
about getting overloaded in business or in chess. I found the analogy very good.
"It's a common problem in chess ... known as an "overloaded piece"... For example, a Queen might be doing too much by defending several of her pieces at the same time. This almost always creates an exploitable opportunity for the opponent. ...
Avoiding an overload means attacking the root of problems and delegating, rather than just doing the undone things yourself. If slow sales are a problem find out why. Don't just hit the road yourself to close deals. "I'll do it myself" is the first reaction of any true entrepreneur but as in chess, it leaves the organization vulnerable.
Becoming an overloaded executive by doing other people's jobs screws up their own sense of what their job is, makes them think there's not much point in even attempting to do it themselves, and worse, has a similar impact on all the other folks who see it happen. It actually becomes an excuse for poor performance, not a remedy for it.
An overloaded executive is building an organization that is "one genius with a thousand helpers." Any success will be temporary."
The author continues to emphasize that it's also important to make sure all the people (pieces) in the organization do a good job, and there are no bad pieces. He cites Sarah Fay, the CEO of Carat, USA : "After the fact have you ever decided that firing was a business blunder? She hasn't and doesn't know any executive who has. Conversely, every boss remembers that keeping bad Bishops around too long, and creating, as they do on the chessboard, lasting structural damage."
Example: the most powerful employee (Black queen on f8) is doing too much by trying to prevent mate instead of delegating. An unexpected move (new "business task") Re1-e8 deflects the queen and enforces mate.