The Expendables: How the Temps Who Power Corporate Giants Are Getting Crushed. In-depth look by ProPublica at the temp worker industry. Includes some geographic and socioeconomic breakdowns of the impact of temp work.
In the drive to derive value from each customer, we are forgetting that our goal as entrepreneurs is to solve problems for life, not for the first $10.
It’s true that if your business is taking off you’re going to get lots of investor interest and lots of press opportunities. But lots of investor interest and press does not create a successful business.
consumers don’t give a shit about how small you are, how hard your product is to build, or that you are running out of money. All they really care is that they paid you and now they expect your product to not only deliver on the promise you offered, but surpass it.
What Clayton Christensen Got Wrong. Fantastic essay from Ben Thompson about Clayton Christensen, Apple, and theories of disruption.
Measurement is fabulous. Unless you’re busy measuring what’s easy to measure as opposed to what’s important.
Peter Thiel’s CS183: Startup — Class 9 Notes Essay. A fantastic set of notes from Peter Thiel’s CS:183 class on startups. This session was specifically about distribution and Blake has 18 more class sessions worth of notes.
The employee is the company. Meet someone who treats you like you are a visiting alien from Uranus, and you will have a low opinion of the company. When a salesperson is rude, the company is rude. But when an employee provides outstanding service, we view the company itself as outstanding.
Ilya Lichtenstein on the Fear of Money:
Their fear is justified, because the second you start charging for a product, all of the bubbly bullshit falls away. The market is cold, rational, and effective. It doesn’t care about your lean startup methods, your rockstar team, or your fawning tech press. All of your assumptions, vision, business plans and pitches are irrelevant.
You’ve either built something worth paying money for, or you haven’t.
Everywhere at Once: Chef Geoff Tracy’s Data-Driven Empire. Geoff Tracy and his brother use a set of 800 standards to measure the performance of their restaurants. A couple examples:
Did Elizabeth bring your Pinot Gris within three minutes of the time you ordered it? Were your appetizers delivered within seven minutes, entrées within ten, desserts within seven? Were these plates described at the table before they were set in front of you? Were napkins refolded when you went to the restroom? Was non-bottled water referred to as “ice water” (correct) or “water” (incorrect)?