Business ideas
On Business
The business case for craft
A lifelong project
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.
Two Cycles
Gorgeous artwork by Minori Asada.
Among the trees
To accommodate the spaces between the trees, I built three walls in a radial pattern. Filling out the spaces on both sides of these three spline-like walls, I came up with a structure that appears to be slipped in among the trees. This design allowed us to proceed without cutting down any of the woods.
Small economies
I refer to small money-earning business that consist of the work of a visible individual, or have evolved from a personal hobby or skill, as "small economies". We can include in this category newer forms of at-home work—side businesses, telecommuting and the like. The amount of income is unimportant; meager profits are compensated for by the motivation of the owner. A small economy may or may not be someone's main form of livelihood, but it is always a spontaneously conceived and continuing activity.
An extremely closed structure
Nearly all housing in Japan today consists of exclusively residential units for salaried workers and their nuclear families. Such residences have, by definition, no reason to interface with their surroundings.
Salaried workers commute to workplaces outside, and often a considerable distance from, their homes. Residences built for these workers do not contain a place of livelihood—in the broader sense, a place for exchange. This "residence-only housing" is only a place for the nuclear family to eat and sleep, with no occasions for interaction with the outside world, and no need to foster a sense of belonging to the community at large. Thus the only organizational principle is the maintenance of privacy. Both in external appearance and in lifestyle, it is an extremely closed structure.
Ecological cycles
This house exists in the midst of a year-long cycle of natural phenomena. One might say that this cycle entails the periodic "rise and fall" of the ground surface. In winter it sinks below a snow cover that grows head-high or more; as spring approaches, this height gradually decreases until we can see the actual ground surface, not yet covered with undergrowth. With summer the vegetation grows higher and higher until the plaza seems once again to be lower than its surroundings. With the falling of the leaves, autumn restores our ability to penetrate these surroundings at eye level, at least until the snow begins to fall again... Through the four seasons, we experience the sensation of the ground rising and falling, like the ebb and flow of the tide.
I call this cycle of natural phenomena an ecological cycle.
Doing community
There is a Japanese catchphrase, community suru, literally "making" or "doing" community. I will never forget the queasy feeling that came over me when I first heard that term, phrased as if community were a kind of event.
Hold an event, bring people together, get people who might otherwise never meet to interact. It's a wonderful thought. I have nothing against events per se. However, if they are not spontaneous and voluntary, they will not last. That is my objection to the keep-it-lively concept of community. The perception of community as event stems, I think, from a yearning for the festivals and rituals that once flourished in rural communities in Japan. But those events occurred precisely because a community existed, not the other way around.
What are those borders made of?
Functionalist modern architecture has prioritized the functionality of interiors and treated surfaces and external appearances as an outcome of that priority. Diagrams illustrating functional layouts generally frame them with thick borders. Updating conventional program theory entails questioning what those thick borders are actually made of, and how they should be designed. A dynamic program theory should be one that turns these thick borders into more organic interfaces that will foster exchanges and interactions.
An ecological cycle
In the design of his own residence / workplace, Toshiharu Naka created a small ecological cycle. Rows of green planters in front of the wall protect the house from the sun and help cool it in summer. Rainwater is collected via catch-basins from the roof, and used to water the planters.
In the water buckets is a micro-cycle — fish live in the buckets, eating mosquitos from the planters, eliminating the need for pesticides.