Too many articles are written on why startups fail. We all know why and its dead simple: not enough customers. What is critically difficult is simply not to get caught up in the startup game of partnerships, contests and events, and just focusing on that. Customers.
It seems deceptively simple to define what constitues a good market problem to work on as a startup. It is actually rather subtle and for some part very counter-intuitive.
Checking for opposable marketing is a very robust acid test for any business. Just look for a minute at a company webpage and you’ll get if they have something real to sell, or if they’re just pushing products out of the factories and hoping for the best.
We’re talked some time ago about why you might not be a startup, but a different animal altogether. Let’s now try to check if you might be a startup…
Innovation is a game played at the startup, industry, and ecosystemic level. And the common resource of these games is vastly misunderstood. It’s risk.
You may not think that reading about traditional Japanese arts, or architecture, could help you innovate. You’d be wrong.
Indisputably London will be less of a European hub for startups in the next 2-3 years. Where should you go now?
Understanding the core nature of startup ventures is not so easy. Unless you already understand quantum mechanics.