The wonder of Silicon Valley has been its rich history of producing incredibly capital efficient companies operating at massive scale. No doubt part of that achievement lies in the capital efficiency of software engineering itself where technology gives incredible leverage to create and disrupt established industries. Nevertheless, as a company scales, individual engineers need to work...
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How can we sort our genius from our rubbish and become better at self-criticism? Frontal Cortex blogger Jonah Lehrer reports on a new study suggesting the surprising power of sleeping on it. I’ve always been fascinated by the failures of genius. Consider Bob Dylan. How did the same songwriter who produced Blood on the Tracks and Blonde on Blonde also conclude that Down in the Groove was worthy...
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These days, quite a number of big companies have them. These ‘entrepreneurs’ flaunt their titles just as flashily as they could. Personally, I find it rather derogatory to the spirit of entrepreneurship.
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Big problems are problems for a reason – they are problems that are hard to solve. If there was an easy solution, one of the thousands of ambitious, smart engineers out there would have solved them by now. So instead of solving big problems, the smartest, most creative brains in Silicon Valley are building apps to help us organize group lunches, share funny photos, or aggregate daily deals.
Your genetic tolerance for risk—coupled with new productivity gains through smart technology—can help your company revolutionize its industry.
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UK tech investors that avoid the seed stage are going to be losing out on the most exciting investment opportunities after Facebook goes public. A $100bn IPO will create an incredible pool of seed money that will be showered onto willing entrepreneurs, says Rodolfo Rosini.
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Based on the title of this post you might be thinking I have mad stacks of money in the bank. That I’ve had a few “exits” and instead of hunkering down and writing code for 6 months I opted to talk to a few of my buddies at the yacht club and purchase a primed and growing social network for somewhere in the mid-seven figures.
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In the wide world of startups, we mostly like to think of ourselves as go-getters, ass kickers, “in all the way” sorts. We also like to think of ourselves as tinkerers, rapid iterators who test unceasingly. But the combination of those two traits can lead to one of the most dangerous cycles in startup - half measure syndrome (HMS).
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Two users. That’s it. It had been a week since we had announced to friends and family our latest idea, LinkFalcon, and only two of them had bothered to try it. I thought LinkFalcon had some real potential. It solved a real problem for me and one that I hoped others had. Complete disaster. Failure. Six months down the drain. Back to our real jobs.
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That “some suggestions” became a full page and that full page became a monster that had almost no free white space left. It was so full of stuff we did, it was ludicrous. It was dark like the night and microscribbled as if I hated that poor moleskine page. My message at the panel was simple: “Don’t be a first time founder…” – or at least not the kind of first time founder I used to be ;)
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