There is an Arabic saying that the soul travels at the pace of a camel. While most of our self is led by the strict demands of timetables and diaries, our soul, the seat of the heart, trails nostalgically behind, burdened by the weight of memory. If every love affair adds a certain weight to the camel's load, then we can expect the soul to slow according to the significance of love's burden.
Saudade is a deep emotional state of nostalgic or profound melancholic longing for an absent something or someone that one cares for and/or loves. Moreover, it often carries a repressed knowledge that the object of longing might never be had again.
Choi: I love [this contemporary banana cream pie] because sometimes new presentations create that iconic or nostalgic thing, but then they don't taste like nostalgia. But this one tastes like a banana cream pie.
Puck: So many young chefs today forget that food has to be delicious. If it's not delicious, why do it? If it's just interesting, you go once, that's it – "okay, I get it, but I don't want to go back."
Choi: I hear you chef. That's what I teach my cooks. I say, "You can do anything you want, but if you can't beat a banana cream pie, then the banana cream pie still wins." In most cases they don't. They can't beat the original.
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.
Early stage companies often deal with questions like “Why don’t we have as much adoption as we’d like at this time?” “Why aren’t we driving enough sales?” “Why is our churn rate so high and how do we raise retention?” and my favorite, “Why do we have no users?”
There are many ways to address these issues, but I find that companies frequently—and incorrectly—identify their public presence as the way to solve them.