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Never say "no," but rarely say "yes."
"Focus" requires saying "no" to most things, but there's a way to do it that allows you to say "yes" exactly when it matters most.
The fundamental forces of scale
These forces make larger companies slower and more difficult to execute, but also more effective when harnessed and leveraged.
The only way to guarantee startup success
What is it like to reach the pinnacle of success? Is that where you attain happiness and fulfillment? Or are those found right here, right now.
Stop saying "fail"
Language shapes our perception of setbacks. Use words other than "failure" to describe situations and to suggest the next step.
Your customers hate MVPs. Make a SLC instead.
"MVP" implies a selfish process, abusing customers so you can "learn". Instead, make the first version SLC: Simple, Lovable, and Complete".
Worse, but unique
An objectively "worse" strategy can win, if it leverages something unique or unexpected. Startups can use this concept to beat incumbents.
Impostor Syndrome: Why I felt like a fraud, and how I overcame it
Most high-performing people experience Impostor Syndrome. I did too. When you understand the cause, you can defeat it.
What makes a strategy great
Most so-called "strategies" are vague, wishful thinking, written once and never seen again. Don't do that. These are the characteristics of great strategy.
Startup identity & the sadness of a successful exit
Many founders experience a profound and prolonged sadness after selling their company. But "not selling" might be worse. Maybe my story will help you.
In command
Being "in control" is impossible, perhaps not even desirable. Being "in command" is ideal: honest, introspective, agile, aware, and proactive.
Distinguishing constructive criticism from bad business advice
Beware of advice that tries to change who you are. True wisdom guides you to a better version of yourself.
Selecting the right product metrics (KPIs)
A novel system for selecting and presenting product KPIs, satisfying not only the product team, but also stakeholders, executives, and customers.
Business Advice Plagued by Survivor Bias
Advice from "successful entrepreneurs" might be unreliable due to Survivor Bias. What's real, and what's random?
For probabilities, use Fermi numbers, not words
Don't use phrases like "unlikely" or "almost certainly." Here's real-world data showing why not, and what to do instead.
Discount gambit
Discounting is the typical sales technique, but refusing to discount can lead to a much better business, even in the Enterprise.
The three kinds of leverage that anchor effective strategies
Leveraging strengths -- not "fixing weaknesses" -- is how to win. Better when differentiated. Best when durable. Here's how to create leverage.
Satisficing vs Maximizing
Fast, or Best? Choose your decision-making goal wisely, especially if you're a natural perfectionist.
Using the Needs Stack for competitive strategy
This simple method positions your product to be more valuable, especially against competitors who aim to disrupt you, or you them.
In its emptiness, there is the function of a startup
Everything about a startup changes over time. The few things that don't, are its essence. The voyage is meaningless, unless you decide what those things are.
Willingness-to-pay: Creating permanent competitive advantage for the right reasons
This fresh take on "Willingness-to-Pay" analyzes three types of customer motivation, leading to superior strategies for growth that also better the world.