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Jessica Livingston’s Pretty Complete List on How Not to Fail

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Re: Jessica Livingston’s Pretty Complete List on How Not to Fail

#61
post #22

On "making something people want"... You don't always know. If its a cheaper version of something else then - yah. But if its a new category you don't know. eg Nest - turns out people did want an expensive smart thermostat. But wasn't obvious.

I think this is where starting out small and simple usually works. You normally start with an idea that somebody wants whether it's you or a friend. You want your house to warm when you wake up and when you come home. You convince some other people. You build a small prototype. You try it out on people. They either want one or they don't. We all know companies that have built products that nobody wants. They went thr…

>I think this is where starting out small and simple usually works.

Very much agree. Make something quickly that somebody really likes, and try and find more people who like it. Figure out what people like about it and expand in that direction. Rinse and repeat, as you expand just keep making sure more people want it.

Re: Jessica Livingston’s Pretty Complete List on How Not to Fail

#62
post #46

"The best metric to choose is good old fashioned revenue." The best metric to choose is good old fashioned profit. I appreciate that growth can be hindered by making a profit, but isn't that what matters in the end? Amazon, Twitter, Box and many other public tech companies went public without turning a profit so it seems I'm wrong.

Amazon still doesn't turn a profit. Neither does Salesforce. Their measures are pure revenue / growth.

Re: Jessica Livingston’s Pretty Complete List on How Not to Fail

#63
post #13

Focusing on growth and revenue sounds like the right thing to do for a p2p dog walking marketplace, or a SaaS enterprise meal planning app, but what about the startups solving big problems? Is month over month user growth relevant to a nuclear fusion or jet airplane startup?

growth & revenue are ways to show "traction" -- a buzzwordy way to measure meaningful progress. For an R&D based startup working on Fusion, that progress would be measured differently. Many businesses have Key Performance Indicators (KPI's). Startups should be no different.

I've seen meaningful progress metrics in R&D-stage companies working on fusion, synthetic bio, AI, rockets, and more. I think they're especially important in R&D companies, because it's so easy to go off into the weeds or solve the wrong problems.

Re: Jessica Livingston’s Pretty Complete List on How Not to Fail

#66
post #7

The only way not to fail is not to try. Even then you could argue that you failed to try :).

I was going to post a similar comment. I kind of think the "Don't try" strategy is worth highlighting, because... it kind of points out how silly it is to worry about failure.

Re: Jessica Livingston’s Pretty Complete List on How Not to Fail

#67

Yeesh. #2 hits close to home. I think I've asked this question but I found myself a cofounder with 2 others that prioritized too highly IMO coffee meetings with "investors", no name board advisors, expensive conferences, and basically everything on that list. My approach was to gently voice my concern and but also let them do it in the hopes they'd see how useless it was. The other thing that didn't help was I was th…

The networking is the personal insurance policy by your cofounders against startup failure. The people connections built during networking events will land these cofounders leadership/management positions at other companies if and when startup fails instead of being unemployable or starting at the bottom. The founders, typically technical co-founders, that don't network has no such insurance in place and tend to go back to work for someone else as software engineer rather than upper level technical management positions like VP Engineering.
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