The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical.
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 goal of these pages is not to be a model of concision, maximizing entertainment value per word, or to preach to a choir by elegantly repeating a conclusion. Rather, I am attempting to explain things to my future self, who is intelligent and interested, but has forgotten. What I am doing is explaining why I decided what I did to myself and noting down everything I found interesting about it for future reference. I hope my other readers, whomever they may be, might find the topic as interesting as I found it, and the essay useful or at least entertaining–but the intended audience is my future self.