I still wonder what good a tool is to establish the metrics for success, the simple act of the tool coming into the market place shifts the goalposts!! And changes the entropy of the startup pre-market … (take the recent apps market place as a dynamic example that might make this tool redundant)
Churnrate = the glue that binds ones team together over time, feedback = common sense-o-meter! Speed = low barrier of risk (in the face of proof-of-principle giving accurate feedback). Scale up the complexity & introduce more distortion. So is this simply a filter, and if so, what happens to the knowledge distortion as a venture scales up? It doesn’t go away – it is still there in the business team!
Is it not simpler than this – tenacity, and common sense, at every step with accelerated feedback!
Max is truly a digital world citizen. The kind of citizen that shapes the new electronic and digital human society.
Steve, Alexander and Max should direct their efforts to identified solutions of a new type to address public and humans needs. I am sure that they can make it, bringing a new way of thinking and doing things and address improvement opportunities. Commonwealth and wellfare looks not far from these guys.
Consumers insights (humans-community) need to be satisfied. Also the enormous amount of social clichés need to be rediscovered and challenged with strategies that denied, opposite and scaled them. Also the political patterns need to be disclosed and show them to everybody in the form of new entrepenur ideas that match and make sense with the real reality (sharing and collaborative). Technology has been there for us to employ it to solve problems. Progress is new ways to solve old needs.
So go ahead and show us the path to a new solidarity society. Keep up the good job.
please excuse my shorts in English language
I have been thinking this through, metrics that indicate health, prior to success – as a guide to turn effort into sustainable returns. But then I reflect back on some of the wildest successes we have had – almost none came from anything other than stubborn belief that it were possible to get people beyond the horizon of current thinking, against all the odds, and in return reward us, even after teams vaporise – the notion lives on.
Now I am wondering what ratio of business cycle thinking deals with this fluffy substance – design & story telling, most certainly and successfully. A questionnaire and reflection !! So the ratio approx. is >> 10% success from nurture,training, shear luck and on the flip side 90% go into the abyss. Okay – lets flip that and get 90% success and 10% failure – sounds scary.
Ignorance is sometimes bliss when it comes to championing the breakthrough 1-2% innovations, maybe it’s still a romantic old school notion – but I see plenty of opportunity in the fall out. I dread the notion of formulaic successes rolling off the production line – 500,000+ apps and counting, how much market choice does one truely need? 90% success could be failure, just with good taste!
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This post should have been called “Obvious Research Findings from the early 1990s.” Here are just a few excerpts from the many, many people that have made the exact same point.
Harvard Business Review by Kuemmerle (2002)
The impatience and idealism of the young often lead them astray, pushing them to blindly adopt a get-big-fast philosophy – “going for scale,” as the dot-commers put it. This approach makes sense in certain contexts, especially for businesses like on-line recruitment sites, because their competitive advantage lies in the size of their networks. But it does not work for most start-ups. Among the unsuccessful ventures I’ve studied, many simply burned up their capital by trying to expand too soon….”
Strategies for Two-Sided Markets 2006 Harvard Business Review
Talks about the upsides but warns of the risks of “get big fast” strategies
“Getting Big Too Fast: Strategic Dynamics with Increasing Returns and Bounded Rationality”
Management Science 2007
@Watson well said, optimism can kill. However, there is more here than meets your postulation: Product visionaries are actually rare. Most entrepreneurs don’t realize that startups fail because they listen to users – instead of measuring what users do and responding. Problems arise, they blame UI/UX prematurely who then points the finger at marketing. Meanwhile, they all are suffering from media blindness resulting from the Techcrunch article that posted, which generated a false buzz while their early adopters become harder to identify and service. The point is that there are a lot of moving parts to a startup, which cannot necessarily be condensed into a formula for success, or failure. Just ask consumers what they want, when you figure that out you will have your answer.