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Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
Cultural relevance
More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency.
Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance.
The Wile E. Coyote Effect
I’ve been looking at this chart a lot over the past few weeks.
It shows us that print ad budgets were doing just fine all the way though the first decade or more of the consumer internet. There was even a little spike upward for the Dotcom bubble. Then the financial crisis and recession of 2008/9 caused a step change down, but when the crisis was over the budgets didn’t come back. Instead, the market had been reset, and budgets have been falling steadily ever since.
You might call this the Will E Coyote effect - you’ve run off the cliff, or the cliff has disappeared from under you, but there’s a brief moment while your legs windmill in the air before gravity kicks in. It can take a while for the inevitable to happen, but then, as Lenin pointed out, you get a decade of inevitable in a week.
Direct management
Direct Management does not include or permit the concept of profit to occur. The management is fee-based, or based as a fixed salary, and all construction costs are fixed ahead of time, and the building design is modified during construction, to make up any over-runs. The manager is not able to move money around at will, or put it in their pocket. At the same time, the design is approximately fixed, but with the understanding that it may be changed, during the evolution of the building, so that subtle adaptations can be included in the emerging building. In the Direct Management method it is the architect themselves and the direct manager who together manage the building works and all on-site construction for the owner.
In Search of Organic Software
An Article by Pirijan KetheswaranTwo different kinds of farms can grow vegetables. One is a factory farm built for scale, and the other takes the time to grow more expensive but healthier plants without pesticides.
Will everyone appreciate the difference? Of course not, but the latter plants are labelled ‘organic’ to give us the information and the choice, so that those of us who do care can make better decisions.
So maybe we should have ‘organic’ software as well, made by companies that:
- Are not funded in such a way where the primary obligation of the company is to 🎡 chase funding rounds or get acquired (so bootstrapping, crowdfunding, grants, and angel investment are okay)
- Have a clear pricing page
- Disclose their sources of funding and sources of revenue
Things that don't scale
An Article by Benedict EvansMaybe the internet is due for a wave of things that don’t scale at all. In that light, I’ve been fascinated by ‘Morioka Shoten’ in Tokyo - a bookshop that sells only one book at a time. This is retail as anti-logistics - as a reaction against the firehose, and the infinite replication of Amazon. Before the internet that would only work in a very dense city, but, again, the internet is the densest city on earth, so how far do we scale the unscalable?
The Genius of Apple's Name
An Article by Shawn WangIt's easy to have strong opinions about stuff only developers see since user validation is just asking people like yourself. It's much harder to name something consumer facing. Here are some useful rules I gleaned from Apple:
- Two syllables max
- Familiar English word - literal 5 year olds can spell and pronounce it right
- Starts with A - useful for alphabetical sort. Amazon did this too
- Name leads to easy logo/swag/branding ideas
- Evoke aspirational qualities - knowledge, health, nature
Why I'm losing faith in UX
An Article by Mark HurstIncreasingly, I think UX doesn't live up to its original meaning of "user experience." Instead, much of the discipline today, as it's practiced in Big Tech firms, is better described by a new name.
UX is now "user exploitation."
The Cycle of Goodness
An Idea by Tadao YoshidaThe CYCLE OF GOODNESS® is the corporate philosophy established by YKK’s founder, Tadao Yoshida, who believed that “no one prospers without rendering benefit to others.” It expresses the basic belief of the YKK Group. Tadao Yoshida firmly believed that business belongs to society. As an important member of society, a company survives through coexistence. When the benefits are shared, the value of the company’s existence will be recognized by society. When pursuing his business, Mr. Yoshida was most concerned with that aspect and would find a path leading to mutual prosperity. He believed that using ingenuity and inventiveness in business activities and constantly creating new value would lead to the success of clients and business partners and make it possible to contribute to society. This type of reasoning is referred to as the CYCLE OF GOODNESS® and has always served as the foundation of our business activities.
Weighing up UX
An Article by Jeremy KeithMetrics come up when we’re talking about A/B testing, growth design, and all of the practices that help designers get their seat at the table (to use the well-worn cliché). But while metrics are very useful for measuring design’s benefit to the business, they’re not really cut out for measuring user experience.
How Microsoft crushed Slack
An Article...and why the era of worker-centered work tools may be over.
Stealth Architecture: The Rooms of Light and Space
To absorb it or build your own
Robert Smithson and other so-called land artists simply disengaged from architecture, placing their works in America's open landscape, leaving behind the museums and galleries Smithson referred to as "tombs". A new "expanded field" allowed artists to contextualize their work beyond the institutional frame of the museum or the commercial structure of a gallery. Richard Serra, who also began to move outdoors, at times chose to "attack" architecture, creating structures that disrupted or overwhelmed the buildings around them.
The artists of the Light and Space movement took another tack. Rather than fight or flee the architecture, they explored and manipulated it, approaching architecture as a kind of found object, creating a series of rooms that incorporated architecture and architectural structures directly into their art. Bruce Nauman summarized it well: "When you work in a gallery or museum, the architecture is a given. If you wanted to have a show, you didn't have a choice, except to deal with it. You had to find a way to either absorb architecture into the piece of build your own."
A stealth architect
By the 1970s, Irwin was in effect a stealth architect. We often talk about the ephemeral qualities of light and space in Irwin's installations, but what make those qualities palpable to our perception are practical structures—windows, walls, corridors, doorways, and skylights—in other words, architecture. And Irwin was keenly aware of how best to use all of those structures. One of his greatest talents has been to engage bad or benign architectural situations, disappearing into their details, changing them, and creating and entirely new quality of space.
The measuring unit of all space
The piece was titled The Portal, referring to a large opening in the center of the wall. Whether you want to call it art or architecture, it was a testament to the amazing presence that can be shown by a simple wall, which [Tadao Ando] has referred to as "the measuring unit of all space."
The walls are reserved for the sun
Maria Nordman always insisted, "Nothing should hang on a wall. The walls are reserved for the sun." It was like being inside a large cardboard box that had been gently slit open with an X-Acto knife, allowing thin planes of light to emerge. It is well known that Nordman avoided using the camera to document her installations, feeling that it abstracted and framed various aspects of the experience, which is best absorbed more holistically. It is ironic that Nordman's rooms often took the form of a kind of architectural camera in which slits in walls and corners created mysterious apertures that allowed light to leak into a room at a glacial pace. Being inside one of Nordman's spaces is like being inside a camera operating in exceedingly slow motion.
A little too something
As Irwin had chosen a stairwell for his UCLA installation because it was curious in its banality and innocuousness, Bruce Nauman became interested in corridors and shafts as overlooked and slightly eccentric spaces. He was particularly interested in those that had "a kind of constriction that wasn't natural or was a little too long or a little too something—like the architect just hadn't really thought it out."
Various titles of Bruce Nauman artworks
- Sound Breaking Wall
- Get Out of My Mind, Get Out of This Room
- False Silence
- Flayed Earth Flayed Self (Skin/Sink)
- Room with My Soul Left Out, Room That Does Not Care