Want a break from tech?
Take a journey with me as I learn to take insanely great pictures.
Are you a founder who likes to travel?
Check out FoundersCard to get airfare discounts on VirginAtlantic, JetBlue, British Airways, American Airlines, Qantas, Cathay & lots of other perks.
I've found myself thinking a lot about process recently.
Creating and documenting processes in startups is hard, for several reasons. First, it feels like time unwisely spent. A startup has to move so fast that it doesn't have time to think about process. Secondly, things change in startups so quickly that a process is going to quickly become obsolete, so why bother? And lastly, sticking to process takes discipline. When that discipline isn't there (especially from the leaders of the organization) then any process becomes unused and wasted.
On the flipside, having too much rigid adherence to an inflexible process can definitely hamper creativity and innovation.
So what's the right amount of process, and how is it kept relevant?
One of the advantages of focusing on focus is the ability to go "deep" instead of "wide" on what a company's actual business is.
A fantastic example is Dropbox. They do one thing, and they do it with such an intense focus that I continue to be amazed by the level of innovation they achieve.
It seems like every day, their entire team is asking itself "what can we do to go deeper on our main objective?" And their main objective is to acquire as many users as possible, and then get them to store as much of their content on Dropbox as possible. Simple.
They do this so incredibly well, and their valuation is north of $4 billion, just for doing that one thing better than anyone else on the planet, with an incredible depth of focus.
Hi DROdio, I wanted to get your take on how a CEO should handle the case where a valuable employee quits or resigns on good terms. I've been at a number of companies recently where the process has been poorly handled and just leads to uncertainty and stress all around.
As a CEO, how do you ensure that when a valuable employee leaves, they leave in a timely and respectful manner to both them and the team they had worked with?
Thanks for your thoughts!
I wrote recently about Focusing on Focus, but that post left me feeling like I didn't exactly hit the nail on the head with the point I wanted to make, so I'm going to try it from a different angle.
I recently read a NY Times article about Steve Jobs and the creation of the iPhone. Jobs is famous for focusing by being maniacal about saying "no." But this article exposed the flip side of that coin -- how tenacious he was when he said "yes."
For example, take this quote:
Sue is 37 weeks pregnant, so we're spending our weekends really getting our ducks in a row.
Since Sue and I come from the tech world, it's an easy leap for us to use geeky tools to plan for our birth.
One example is Basecamp, a project management tool we use for work projects. Although I've written about my pains using Basecamp over on my tech blog in the past (http://go.DanielOdio.com/basecamp) , it continues to be the best lightweight & effective project management tool we've found.
So, we figured, why not use it to plan our birth?
Here's a screenshot of what our Basecamp birth project looks like, with some notes:
I'm considering creating an investment syndicate an AngelList.
As a startup founder in Silicon Valley, I see a number of interesting startup companies, some of which are fundraising. Creating a syndicate would allow others to invest in these startups with me.
If you are interested in backing my syndicate, please visit https://angel.co/drodio/syndicate and sign up as a backer. The minimum backer amount is $2,500 per investment. I'm planning on doing one investment per quarter (four per year), which means you would allocate $10,000 per year to this syndicate. Only accredited investors are allowed to become backers (that may change if & when the SEC implements Title III of the JOBS act). This means to become a backer, you need to have a net worth of at least $1MM, or income of at least $200k per year for the last two years ($300k if joint income).
If I get enough backers, I'll proceed with the syndicate. If you have questions about how syndicates work, you can read the AngelList FAQs here or ask questions in the comments below.
I just accepted an invitation to be a mentor at Matter, a startup accelerator in San Francisco. Matter is focused squarely on media entrepreneurs. If you're an entrepreneur looking to create the next breakout media company, I recommend checking it out. Also worthwhile is Turner & Warner Bros' Media Camp program. (Here's Socialize's demo day preso from Media Camp, class of 2012. We've since sold Socialize to ShareThis.)
I'll also be holding "asynchronous office hours" on this blog, in the Community section. If you're an entrepreneur and want to post with any thoughts, advice, or challenges you're facing, I and other entrepreneurs will be happy to have a conversation with you that other founders can participate in. It's a way for us to share knowledge.
The picture above is a screenshot from the Matter promo video, showing Brendan Baker talking about an analysis he did around AppMakr's $1MM fundraising round. We also recently decided to sell AppMakr as a matter of "focusing on focus," which I talk about here.
I'm looking forward to the opportunity to connect with great media entrepreneurs!
Back in January of 2010, my co-founders Sean, Isaac and I created one of the first mobile app creation platforms, AppMakr.
At the time, we had a thriving mobile app consulting business called PointAbout, and we were building high-end (and expensive) apps for large brands. Our team made the iPhone app for The Washington Post and Cars.com. We built the Newsweek iPad app and an iPad app for Disney, along with apps for clients like General Motors, US Army, the Entertainment Software Rating Board and others.
Making custom apps was really expensive -- especially in those early days. We had a dream of democratizing app creation so it was accessible to anyone. From that idea, AppMakr was born.
The day before we launched AppMakr, our team took bets on how many apps would be made in AppMakr's first month. Some people guessed 10, others 100. We had no idea what were about to unleash: In AppMakr's first 3 months, users made many thousands of apps. We had to scramble to support the growth. We even got angry calls from Apple's app review team who were overwhelmed by the number of apps being submitted; that's how our App Quality Index came to be, as a way to turn their frown upside down.
In our previous startups, my co-founders and I have always had a desire to have a strong "always on" remote connection between offices. Back when we had DC & SF offices a few years ago, we tried setting up what we called "Project Stargate" using Skype. However, the connection would keep dropping, so after a few months we abandoned the effort.
The main lesson we learned from that experience was that reliability matters above all else. The best remote connection setup in the world will fail if it isn't rock solid.
With that in mind, when we sold Socialize to ShareThis, we were suddenly in a situation where our SF office was joined by offices in Palo Alto, New York, Los Angeles, Chicago, Texas, Boston, and others, so this remote connection issue became even more important to solve.
Luckily, there's a great startup called Sqwiggle that's working to solve this problem. They've taken an innovative approach: Instead of solving the vexing issue of having a reliable "always on" video connection, by default, users are shown in boxes together but as black & white thumbnails that update every 15 seconds or so, meaning the only thing that has to stay "always on" is an old-school web page. This always lets people be "together" while still having privacy, as there's no audio or video unless two or more parties enter into a conversation.
Achieving strong product/market fit as a startup is arguably the most important thing a startup needs to get right, as early on as possible. One big barrier to doing that successfully is often finding customers that care enough about what the startup is doing to spend time helping the startup optimize its products for the customer's needs.
This gets especially hard with the Fortune 1000. Startups and behemoth companies couldn't be more different -- like oil and water. A startup lives in dog years, a large corporation in glacial years. Not only that, but corporations have to protect their existing revenue streams, which usually happens with a "if it ain't broke, don't fix it" mentality. But therein lies a dilemma: A profitable business today may become irrelevant tomorrow. History is littered with mega companies that failed to adapt: Kodak, Blackberry and Nokia, to name a few. Even the obscenely profitable Microsoft just axed its CEO for missing innovation in mobile.
So how does a big company spur innovation while not jeopardizing its existing business? Time Warner came up with an innovative program called Media Camp. Big props to Balaji Gopinath, the VP of Emerging Technology for Turner, for originally championing this concept at Turner Broadcasting.
My startup, Socialize, went through Media Camp at Turner last year, and we also participated in a Warner Bros TV program called the Brand Innovation (a big thank-you to our investor Chris Redlitz for turning us on to that one). These experiences allowed us to get an investment from Time Warner as well as sign a commercial agreement with them. That was invaluable to us as a startup, but it's also given Time Warner the ability to become very forward-thinking around social & mobile. It's truly been a symbiotic relationship.