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    Saturday
    Jul312010

    The Business Peleton

    If you think the problems you are tackling every day are hard, it might be because you're innovating. You're out front. You are at the head of the peleton.

    In Bike racing, the peleton is a group of riders drafting off of each other to save energy. The riders at the very front bear the brunt of the headwind as the group collectively powers forward.

    For entrepreneurs, the temptation to be the leader in every element of your business is natural. But avoid that temptation. Pick the races where you absolutely must lead the peleton the whole way. For the rest of them, sit back, strategize your attack, and save your energy. You'll need it later.

    Friday
    Jul302010

    Human Fly Trap

    I'm fascinated by fly traps in much the same way as I'm fascinated by Las Vegas. And cruises.

    Thursday
    Jul292010

    The Future is Insidious

    We tend to think that the future will hit us like lightning, but it's quite clear that we experience it more like rolling thunder. Let's look at the slow digitization of our world for examples of this.

    There are digital billboards cropping up all along my commute. At first, this doesn't strike me as particularly futuristic, it's just a digital billboard that changes every 7 seconds and sometimes animates. But by swapping out one billboard at a time, we're slowly achieving a reality that looks a lot more like the world of advertising from Blade Runner.

    Similarly with books. E-books have been around for almost a decade now (and dedicated E-Book reading devices for half that long), but you still see only a glimpse of a Kindle or iPad on trains and planes in 2010. Even the endangered newspaper is taking an awfully long time to fully fade away.

    The future is insidious. Keep your eyes open for it, or it might sneak up on you.

    Wednesday
    Jul282010

    Weatherman Accountability

    In businesses of all sorts, we strive to enforce accountability. Public companies require that their boards hold executive feet to the fire when the stock drops. The Better Business Bureau polices companies so ensure they are accountability for the promises they make to consumers.

    But what about weathermen? How could we keep weather forecasters accountable? They seem like the least accountable at all. When was the last time a weatherman was fired because their forecasts weren't accurate enough?

    Seems like there are a few sites trying to help, but this is more of a cultural problem, I'd say.

    Tuesday
    Jul272010

    Founders

    Founding CEOs are a fundamentally different animal from non-founding CEOs, in companies of all sizes from 10 to 10,000.

    Founders are a breed with wildly varying business skills, but with the charisma, vision, and bravado to decide to start a company.

    Non-founders may be seasoned executives who are incredibly skilled at running companies (like those prototypical CEOs you see on TV and at the helms of large traditional businesses), but very well might not have the stomach or the skills to found a company.

    Non-founders better well respect what it takes to found a company. And for the most part, founders should keep starting businesses and embrace that they don't ever want to be those corner-office, as-seen-on-TV type executives.

    Monday
    Jul262010

    Stigma-free Preferences

    So many preferences are polarizing. You don't express them unless you're prepared to be judged or contradicted, or you're prepared to "take sides" in a debate.

    But some are just lovely simple preferences, and no on bats an eye.

    Do you prefer:

    • swings or slides?
    • cake or pie?

    Be confident in your preference, because delightfully, no one really cares.

    Sunday
    Jul252010

    Who Defines the Landscape?

    Since it's so important that you are designing for the right landscape, it's natural to ask who gets to decide the landscape?

    It's not just organic, and it's certainly not fate or luck. If you can position yourself to define the landscape, you'll have a huge advantage when it comes to building for it.

    Saturday
    Jul242010

    Heroic Effort

    People talk about "heroic efforts" as if a singular moment of opportunity presents itself, and the would-be hero just acts spontaneously.

    In reality, being a hero usually takes a lot of time and sustained effort.

    Friday
    Jul232010

    Hardship Compels

    I don't fully understand why our human nature is to be more captivated by trial and tribulation than by success and elation.

    This seems to be true for everything from rubbernecking to reality TV. But it's also seen in the formulas for "cliff-hangers". A TV episode that ends with the protagonists partying, slapping high-five, and counting their loot doesn't compel nearly as many people to tune in next week as an episode that ends with the hero crying, in labor, diagnosed with cancer, about to get shot.

    This contrasts with feature films and series finales, of course, where we want to know that "everything turns out all right in the end". I suspect that one of the biggest subconscious questions we struggle with is exactly that, "will everything be okay?" And we find hardship captivating because it offers us another data point as to whether good triumphs over email, whether dreams do come true, whether everyday people can be heros.

    Notably, this phenomenon exhibits itself differently in the typical plot for a Broadway musical. In the first act, we are presented with a situation in which everything is spectacular. Usually the first act ends with things being perfect...in fact, too perfect. Since the audience knows there's a second act to come, we do wonder how the protagonists will topple from their happy pedestal.

    But unlike Broadway, in real life when things are going well, we rarely wonder "what will happen next?"

    Thursday
    Jul222010

    Pot*

    The most rewarding and balanced social life sits somewhere squarely between "pot-head" and "pot-luck".