201–210 of 618 posts
You said build-measure-learn principles survive AI. But when an MVP costs hours instead of months, doesn't the bottleneck move entirely to distribution and customer development?
I'm about to launch a startup, do you do consulting for small companies with what I'd like to think is a big mission (likely similar to all startups lol)? In other words, is there some way to contact you and do you work with non-billion dollar startups if you find it worthwhile? Or is it more in line with 'read my books and call me when you raise your first million'?
Basically, you appear to be focusing on investor owned companies and missing the entire class of worker cooperatives where the financial gravity you're talking about isn't merely resisted -- it doesn't exist. These companies have other challenges, to be sure, but if you're going to write a book called "Incorruptible" talking about businesses, not including these seems a significant oversight (at the least).
Do you address these in the book and just fail to highlight them here or is this really something you missed entirely?
I am a few chapters into the book, so maybe this is answered later. Don’t most people who play a part in corrupting companies get away with it? You mention Jack Welch and James McNerney, but it feels like explicit examples of corruption are rare. I imagine that many of the perpetrators move on to other boards and profit off of the decline at the expense of others?
You used the phrase "our industry". Personally, I'm not a huge fan of the 'tech industry' concept, simply because a lot of startups are not in software/computing, and a lot of new technology isn't either. But I get what people mean.
I notice that the companies you mention like Costco and Patagonia are not in the tech industry. Does your new book have any examples which show how to stay incorruptible in the face of the network effects that drive monopolization in the tech industry? Alternatively, have you seen workable ways to split network effects amongst networked affiliates, to spread out the market power?
I know that most founders aren't exactly looking to make a startup with a lot of competition (I'm sure not), but it would be nice to know if someone is fixing problems specific to the 'tech industry'.
Why are CEOs/CTOs not being fired or put on PIP for the ill-conceived internal AI push?
Is it realistic to make organizations that stay on mission long after the founder is gone? I listened to a podcast interview you did where you talked positively about the Novo Nordisk Foundation as a successful governance story, but when I think of long lived foundations, I think of the Ford Foundation and the Hewlet Foundation that have significantly drifted from the founders' visions despite being non-profits. Many…
I'm not an academic, so no, I have not done any of these studies, but good news, everyone: other people have. The specific structure of Nova Nordisk is not just a foundation. I think the two-entity structure, where a foundation oversees or governs a for-profit company, is uniquely suited to longevity of a mission precisely because it combines the stewardship orientation of the foundation with the performance orientat…
(Apologies if you already addressed this somewhere. Thanks for doing this)
"Darkness we don't talk about" — sir, that's just every Slack thread after an all-hands. Pre-ordering anyway!!
To what extent are the mechanisms you identified causing companies to go bad the same for non-profits, associations, political parties, etc.?
Hey Eric - does it bother you all the startups in your first book you held up as examples are dead?
All of them? Really? What's funny is when the book was published, I remember someone telling me that I should have included more examples of failed startups in the manuscript. I remember answering them, "Oh, I have. We just don't know which ones yet." This is the difficulty of writing any kind of business book. There's just no way to use any company as an example to illustrate some principle without people misunderst…
My point is you were not able to demonstrate any correlation with your suggested methods with startup success. A company could do the exact opposite of what you recommend and be successful. Or follow it to a tee and fail which is what all of them did (happy to hear about any counter examples here from the original book). So what exactly is the point if you can't even move the needle a little bit?