Burn rate (2): stayin’ alive
Startups with huge burn rates – building leases, staff, PR and advertising – ran out of money. Most startups born in the bubble died in… Read More »Burn rate (2): stayin’ alive
Processes (ways to get stuff Done)
William Slim on operations and administration
To separate operational and administrative responsibility is to break a rule I have rarely seen violated without someone paying a heavy penalty. Viscount William Slim… Read More »William Slim on operations and administration
A frog a day…
Killing “big frogs” (sorry Kermit) has become a shorthand among a group of friends of mine for getting important done. I trace it back to… Read More »A frog a day…
Who pays? (client / user edition)
It means all kinds of things if the client or user of a non-profit organisation’s services pays. The organisation will be focused on the client,… Read More »Who pays? (client / user edition)
Ben Horowitz on leadership and management
Can you think about systems? Can you think about how broad-scale systems interactions occur and what the implications are? … In order to make that… Read More »Ben Horowitz on leadership and management
While the iron is hot
Of course it’s a good idea to strike while the iron is hot. If striking iron is what you do and you find some hot… Read More »While the iron is hot
Easier than sometimes
“Definitely, once a week,” is easier than “sometimes,” and “daily” is easier than once a week. A daily ritual keeps something front-of-mind, makes it almost… Read More »Easier than sometimes
Tim O’Reilly on debugging your organisation
The skill of debugging is to figure out what you really told your program to do instead of what you thought you told your program… Read More »Tim O’Reilly on debugging your organisation
Stories of deliberate practice
Outliers is an excellent place to start. It features the story of Mozart’s “genius” and the Beatle’s “overnight success” told through the lens of the… Read More »Stories of deliberate practice
Peter Drucker on metrics as misdirection
Business, like any other institution, has important results that are incapable of being measured. Any experienced executive will know companies or industries that are bound… Read More »Peter Drucker on metrics as misdirection