What Programming Language Should I Use to Build a Startup?

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.

Incident Response Policy

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.

Why Software Deadlines Never Make Sense

We discuss why software deadlines usually don't make sense.

Analyzing Front-End Performance With Just a Browser

We discuss a number of freely available online tools which can be used to analyze bottlenecks in your website.

Why Smaller Businesses Can't Ignore Security and How They Can Achieve It On a Budget

In this article, we show that security is both important and achievable for smaller companies without breaking a bank.

Sunday, April 19, 2015

True Sense of Urgency

A good definition of true urgency from a book by John Kotter. Too many companies get it all wrong, by creating a false urgency with fake deadlines, and frantic meetings.

Power of Nudges

A great excerpt from a recent book by Laszlo Bock "Insights from inside Google: Work Rules!"
It reminds us that creating a healthy competition between teams or individuals can be a very effective way to motivate people to excel:

[In Google], one leadership team had developed a reputation for discord, with some members refusing to partner with one another and even undermining one another by withholding resources or information. "Performance management" didn't work [...]. "Coaching" didn't work [...].

What did work was creating a quarterly survey of just two questions: 
1) In the last quarter, this person helped me when I reached out to him/her.
2) In the last quarter, this person involved me when I could have been helpful to, or was impacted by his/her team's work.
Every member of the team rated each other member, and the anonymous ranking and results were shared with everyone. People knew where they fell in the ranking, but didn't know where anyone else fell. The two most obstreperous people, of course ranked near the bottom, and were dismayed by it. [...] Though not strictly a nudge, this was in line with work showing the power of social comparisons.