I also enjoyed Ellis Hamburger on Dive Club. The repeated “why does that matter?” bit reminded me of this classic memo [1] from Stewart Butterfield at Slack, especially the para starting “Putting yourself in the mind of someone who is coming to Slack for the first time…” Being honest with yourself about whether the product actually matters to the user.
One of the senior execs in Telstra once told me once when I was running Tigerspike "you spend $500k a year on R&D, and you think you can innovate better than Telstra who invest billions in R&D?" My answer was absolutely yes. We can out innovate Telstra on 1/10,000ths of the cost.
I hear that guy who says that the company that raises will out gun the ones that don't and I get it and I agree with it, to a point. The trick is to keep the culture right. Often money bends you out of shape.
I also enjoyed Ellis Hamburger on Dive Club. The repeated “why does that matter?” bit reminded me of this classic memo [1] from Stewart Butterfield at Slack, especially the para starting “Putting yourself in the mind of someone who is coming to Slack for the first time…” Being honest with yourself about whether the product actually matters to the user.
[1] https://medium.com/@stewart/we-dont-sell-saddles-here-4c59524d650d
One of the senior execs in Telstra once told me once when I was running Tigerspike "you spend $500k a year on R&D, and you think you can innovate better than Telstra who invest billions in R&D?" My answer was absolutely yes. We can out innovate Telstra on 1/10,000ths of the cost.
I hear that guy who says that the company that raises will out gun the ones that don't and I get it and I agree with it, to a point. The trick is to keep the culture right. Often money bends you out of shape.