A more common case is that you can get 80% of the feature for 20% of the effort. Which in turn means that you can get five 80% features, improvements, or fixes for the price of one 100% implementation. When you look at it like that, it’s often clear that you’d rather get more done, even if it isn’t as polished.
As our conversation drifted from an update of my company to a deep discussion about life itself, I asked him what he thought was the secret to success. I expected the standard “never give up” or some other T-shirt slogan, but what he said took me by surprise. “The secret to success in business and in life is to never, ever, ever tell a lie,” he said.
Other than the standard things (an idea, passion and the willingness to act), the most important thing that aspiring entrepreneurs need is the understanding that 80% of entrepreneurship is sales and marketing. If as a founder, you're not obsessed with sales and marketing, you're a liability rather than an asset.From: http://buytaert.net/entrepreneurship-is-80-percent-sales-and-marketing
How are you planning to create the future?
But this is just the start. After games, we're going to make Oculus a platform for many other experiences. Imagine enjoying a court side seat at a game, studying in a classroom of students and teachers all over the world or consulting with a doctor face-to-face -- just by putting on goggles in your home.
This is really a new communication platform. By feeling truly present, you can share unbounded spaces and experiences with the people in your life. Imagine sharing not just moments with your friends online, but entire experiences and adventures.
And now Zuck and his team are looking up and saying “what’s next?”. It’s not that different from what Larry Page and his team are doing at Google. The Charlie Rose interview with Larry that I made Video Of The Week last weekend was a bit of a review of all the things Google is doing to figure out what’s next (balloons, driverless cars, Nest, DeepMind, etc).
"Understanding sleep", how's that for a startup idea?
INGRES was a major learning experience for me, because I was a product manager and totally focused on creating the absolute best product in the world. You know what we found? It didn't matter. Oracle kicked our asses because they focused on positioning, marketing and selling as opposed to building the best product.
There's some interesting information further down in the piece:
Oracle had its problems scaling, like any company does. But what they did really well was define a set of clear measurable corporate objectives, and push those all the way down on a quarterly basis…measuring quarterly, and making sure that everyone understood their role in participating towards whatever that year's and quarter's target was. That's what really enables an organization to run at 100 miles an hour without having any kind of low-level task management.
Clear sales objectives. Focus. Getting people to internalize company objectives:
David Marquet [...] says you can’t empower people by decree. While you might be able to ask someone to make a decision for themselves, that’s not true empowerment (or true leadership). Why? Because you’re still making the decision to ask them to make the decision. That means they can’t move, or think, or act without you. The way to empower people is by creating an environment where they naturally start making decisions for themselves. [...] Leaving space, creating trust, and having the full faith that someone else will rise to the challenge themselves.
Back in the mid-1990s, I did a lot of web work for traditional media. That often meant figuring out what the client was already doing on the web, and how it was going, so I’d find the techies in the company, and ask them what they were doing, and how it was going. Then I’d tell management what I’d learned. This always struck me as a waste of my time and their money; I was like an overpaid bike messenger, moving information from one part of the firm to another. I didn’t understand the job I was doing until one meeting at a magazine company.
The thing that made this meeting unusual was that one of their programmers had been invited to attend, so management could outline their web strategy to him. After the executives thanked me for explaining what I’d learned from log files given me by their own employees just days before, the programmer leaned forward and said “You know, we have all that information downstairs, but nobody’s ever asked us for it.”
I remember thinking “Oh, finally!” I figured the executives would be relieved this information was in-house, delighted that their own people were on it, maybe even mad at me for charging an exorbitant markup on local knowledge. Then I saw the look on their faces as they considered the programmer’s offer. The look wasn’t delight, or even relief, but contempt. The situation suddenly came clear: I was getting paid to save management from the distasteful act of listening to their own employees.
Approaching a problem with a design thinking mindset, however, certainly takes into account what a customer says, but simply as one input among many. In this approach, observation of the way people really live, development of a deep understanding of the real problems they have, and an appreciation of the “hacks” they devise to overcome them can deliver an understanding of prospective customer’s needs more accurate than what any of those prospective customers could ever articulate on their own.
And then, from that understanding, an entirely new, highly differentiated product can be delivered that surprises and delights. From a business perspective, the emotion and attachment said product inspires breaks down price sensitivity and builds brand attachment, and inspires the sort of viral marketing that can’t be bought.