Chasing is the idea that the more resources we have, the better results we can achieve. Chasing is detrimental because… it takes us off our… Read More »Scott Sonenshein on Chasing and Functional Fixedness
Given that you already have far more than most people in history, and are as-good-as-certain to have more stuff than you’ll ever need even if… Read More »Guidelines 2022
They say that publishing works on this basis, with the most successful books subsidising the disappointments. Within the limits of publishing’s Rule Number One (“Remain… Read More »“The successes pay for the failures”
Given the formula [available cash / (income – expenditure), there are two obvious ways to extend your organisation’s life: you can increase income (revenue) or… Read More »Burn rate (3): revenue first (better before cheaper)
I’m horrified to discover that I haven’t posted anything much focusing on Steve Blank’s work on Startups, customer discovery and iteration. His definition of a… Read More »Steve Blank: definition of a startup
If you take down your clothesline and buy an electric clothes dryer, the electric consumption of the nation rises slightly… If you go in the… Read More »The clothesline paradox
Whether you’re improving your own work or helping others improve theirs,* it pays to spend time talking about who is responsible for what – and… Read More »Responsibility
This is a really interesting episode of Econtalk, and worth a listen. Highlight 1: Accurate description of poor communities A couple of things here really… Read More »Econtalk: Mauricio Miller on Poverty, Social Work, and the Alternative
We’re familiar with the externalities of industrial production and consumption. They’re fairly predictable, and often visible. Even air pollution, the silent killer, is usually visible… Read More »Externalities
This is the sixth-and-half post in a series applying Seth Godin’s rules of bootstrapping (see also here) to building a non-profit organisation. Scale and the Free Prize Inside We left… Read More »Bootstrapping the non-profit organisation Rule 6: Scale is not a Reward (2)