Customer hierarchy (1)
It’s good to keep your products – and I include services as part of product – as focused as possible on the needs of your… Read More »Customer hierarchy (1)
The Toolkit – Part 1: Foundations (10) – early stage mission statements
It’s possible that in the early stages of your project or organisation you have no clear idea about how to make progress towards your vision.… Read More »The Toolkit – Part 1: Foundations (10) – early stage mission statements
The Toolkit – Part 1: Foundations (9) – stable vision, evolving mission
This post is part of the working draft of the DriverlessCrocodile Toolkit (read more here). I’d love comments, links to resources related to the theme,… Read More »The Toolkit – Part 1: Foundations (9) – stable vision, evolving mission
Scissor skills [guest post]
I pride myself on my ability to cut a good straight line. I enjoy the feel of scissors slicing through a fresh piece of paper:… Read More »Scissor skills [guest post]
Burn rate (4): black beans and rice (or: cutting costs for a longer runway)
Of course, efficiency is a virtue. Waste is… wasteful, makes everyone worse at their jobs, and reduces the number of possibilities open to you and… Read More »Burn rate (4): black beans and rice (or: cutting costs for a longer runway)
Burn rate (3): revenue first (better before cheaper)
Given the formula [available cash / (income – expenditure), there are two obvious ways to extend your organisation’s life: you can increase income (revenue) or… Read More »Burn rate (3): revenue first (better before cheaper)
Burn rate (2): stayin’ alive
Startups with huge burn rates – building leases, staff, PR and advertising – ran out of money. Most startups born in the bubble died in… Read More »Burn rate (2): stayin’ alive
Burn rate (1): the formula
Your organisation’s burn rate is the amount of money you “burn” each month to do what you do. It’s a simple sum, but few organisations… Read More »Burn rate (1): the formula
Five Questions: Janice Whyne
The health and future of your team, project, organisation, profit margin etc. can hinge on your ability to sufficiently understand the nature of existing relationships,… Read More »Five Questions: Janice Whyne
William Slim on operations and administration
To separate operational and administrative responsibility is to break a rule I have rarely seen violated without someone paying a heavy penalty. Viscount William Slim… Read More »William Slim on operations and administration