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Past Is Prologue: 13 Startup Lessons From How We Got To Now

InfoChachkie

While creating a new course for UC Santa Barbara’s Entrepreneurial Program entitled, “The Past, Present and Future of Entrepreneurship,” I was recently blessed to come across Steven Johnson’s PBS series and accompanying book, How We Got To Now. If you haven''t already subscribed yet, subscribe now for free weekly JohnGreathouse.com articles!

Examples 100
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Are you the leader if no-one follows?

Berkonomics

In past insights, we’ve looked at leadership skills, ways to enhance effectiveness, and how to develop creative ideas that motivate and propel your organization to greatness. And you can lead by example as well. The military leadership example. Here is a variation of the “tree falls in the forest” question. .

Examples 156
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Make your detailed strategic plan!

Berkonomics

In these past weeks, we explored the need for a tangible goal and strategies that are measurable as steps toward achievement of your goal. Here are several examples of tactics from my recent experience with companies where I serve as board member. Five tactics to support each strategy seem a fair, even if arbitrary number.

Resource 156
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Are you being watched at work?

Berkonomics

Your past and present experiences. Examples can seem surprisingly insignificant. Email readers, continue here…] Black and white examples include taking supplies home, using company time to perform personal duties (if not permitted), and even traveling business class at company expense on short trips. At least once?

Examples 156
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Are you at risk for tech killing your job?

Berkonomics

Our current graduating class of college seniors reflects much of the past needs of our economic society, just as they did in the early 1970’s, when many bet that aerospace jobs would continue to be the hot job ticket. For example, 81% of businesses hiring today want graduates with business or accounting degrees.

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6 Myths From Past Startups That Limit Thinking

Startup Professionals Musings

For example, businesses must deal with reality as fixed and quantifiable, whereas design deals with subjective experience and a social constructs. In the past, business cultures have been dominated by competition metaphors (sports and war being the most popular). A better maxim for entrepreneurs is: Place small bets fast.

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Should you battle the dragon? Or just avoid the encounter?

Berkonomics

Yet, there are constant examples of new entrants into a niche that do grow, prosper and sometimes even become dominant. There’s an example of avoiding the encounter and losing the lead position when an opportunity to compete surfaces unexpectedly. At least that is the conventional wisdom. So, when do we know which course to take?

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