Every year I write predictions for the year ahead. And at the end of that year, I grade myself on how I did. I love writing this post, and thankfully you all love reading it as well. These “How I Did” posts are usually the most popular of the year, beating even the original predictions in readership and engagement.
What’s that about, anyway? Is it the spectacle of watching a guy admit he got things wrong? Cheering when I get it right? Perhaps it’s just a chance to pull back and review the year that was, all the while marveling at how much happened in twelve short months. And 2018 does not disappoint.
A playful way to look at what apps/startups need to do to thrive in the next business cycle. Based on a talk I gave this April at Industry: The Product Conference in Dublin. (Note: this is not religious, but meant to be a fun, perhaps useful, thought exercise.)
Last fall I was remembering my college days as a Badger at the University of Wisconsin-Madison. In particular, I was remembering my Philosophy 101 class. In this class we were studying enlightenment philosophers such a David Hume, George Berkeley, and John Locke. They were attempting to solve a big problem of the day: proving or disproving the existence of the Judeo-Christian God through logic. As I recall (and it’s a bit hazy, it was college after all), they converged on four distinct qualities of God.
At the time I was enjoying this memory, I was going through a product roadmap process and helping put together Varo’s Series B fundraising pitch. The college memory and the work situation intertwined in my mind. This led to a little epiphany, namely–those same qualities that God must have (according to those philosophers) are the same qualities that a startup must possess in this coming business cycle. Behold, a new product management framework!
If brands and advertising have become less useful as tools to both companies and consumers, how can businesses grow?
Five factors are changing the types of products that succeed today and how they engage with their audiences.
Marketing has become an arms race that’s led to hollow value and stifled innovation. Bad products with lots of media muscle can steamroll good ones with less resources. The competition of overcrowded categories creates brands trying to outspend each other with ads that grow increasingly detached from reality.
God, “innovation.” First banalized by undereducated entrepreneurs in the oughts, then ground to pablum by corporate grammarians over the past decade, “innovation” — at least when applied to business — deserves an unheralded etymological death.
Loneliness is a powerful shadow that clouds our judgment.
By John O’Sullivan and Michael VanBruaene
It’s common for managers and leaders to feel alone. When we make decisions, particularly those for which there is no easy answer and the outcome is uncertain, we gather information, discuss the issue with colleagues and weigh alternatives. And depending on the nature of the decision we may have to be alone with our thoughts to make the decision. However, feeling lonely is different than being alone. When we experience loneliness there can be harmful repercussions to our organizations. Loneliness is a signal that it’s time for introspection.
Last year, $163bn was invested into founders globally, compared to a $25–56bn range in the 10-year period to 2013. Corporate venture capital (CVC), whereby large firms invest in interesting startups, is on an upswing. CVC, traditionally a second-tier option for enterpreneurs, now represents about 18% of all venture deals globally and about a third of all dollars invested in venture. CVC of 2017 is bigger than the entire VC industry of 2013.How do you make sense of it?
Bill Anderson, CEO of Genetech, on the role of the corporation in the competitive, cutthroat business of drug discovery
While much of this year’s Shift Forum focused on the ever-expanding intersection of technology and politics, investigating the shifting role of business in society also requires we talk about established businesses, in particular those who might teach us lessons we can apply to today’s most pressing issues. In the interview below, the New York Times’ Corner Office columnist David Gelles speaks with Bill Anderson, CEO of life sciences giant Genentech.
John Battelle: We’re here. We’re in San Francisco. We’re in the Valley. We’re in the center of technology. Yes, we’ve heard from a lot of people in tech.