December 10, 2020 § Leave a comment
- Obsess over a Wildly Important Problem that has not been properly characterized
- Identify a novel point of technological leverage for solving that problem
- Discover a market hurting enough to pay for even a crappy solution to that problem
- Iterate and improve on all the above until you die, fully solve the problem, or hand it over to someone who can do better.
August 17, 2018 § Leave a comment
- Own a big problem.
- Make measurable progress.
February 20, 2015 § 3 Comments
In this series I have been building a case that Transforming the Bay with Christ (TBC) should consider reframing itself as a startup building a platform for governance. In this, our final installment, I will discuss the process necessary to build such a product.
One of the key insights about entrepreneurship in the last decade is that a startup is not just a small version of a established business. Rather, a startup is an organization formed to search for a business model, rather than execute one.
In particular, this implies that startups should be designed to maximize learning by exploiting surprises. This is the exact opposite of a traditional business, which attempts to increase predictability by avoiding surprises.
To get the optimal structure, we need to be clear on:
- Which things we need to learn (the problem)
- How we are going to learn them (the process)
- Who will own the learning (the people)
- What will prove we have learned the right lessons (the product)