You choose what to have for lunch, which shirt to wear, and maybe even where to take your next vacation. But how much of this decision-making process is rational and how fueled by emotions? Behavioral science suggests it’s a lot more of the latter.Read More
Writing a truly irresistible call-to-action isn’t about convincing someone they must to take an action. It’s about illustrating the benefits that will occur after they do. Learn visual tricks to make your CTA pop out.Read More
After you have your users engaged, it’s crucial to get them to complete their first action. In this post, I’ll show you ways how to do it as well as examples from the successful habit-building products.Read More
It's not technology triumph, it's a DESIGN and PSYCHOLOGY triumph. So, they didn't have any real technical advantage, but they knew how to engage people with a product. If you want to get people engaged with your product, you first need to think about the path that your users are taking and map it out to come up with a behavioral plan.Read More
A fundamental difference between inventive people and the rest of us is their core relationship with constraints. While we may see constraints as something restrictive, and to be avoided, they see constraints as necessary, beneficial, and to be embraced.Read More
The topic I want to talk about today is very important for the survival of any tech company nowadays. Usually, when you found a company, you think you know your customers really really well. Sometimes it leads to ‘zero’ growth within a first year and ends in shutting down the company completely. This happens because…Read More
As a founder you have a big picture idea of your product or service. How do you make sure it’s the right one? Rely on your gut? Business judgement? Ask friends/colleagues?
What you need is a systematic process to reduce risk and uncertainty of new business ideas.Read More
Someone is going to disrupt your industry one day, is that gonna be you?
Taking the HBS ‘Disruptive Strategy’ course taught by professor Clayton Christensen was one of the greatest investments of 2018.
Engaging, informative, overwhelming, and transformative at the same time.
You get a chance to dive into compelling case studies of companies that made a dent in their industries, and also revealing their market strategies to you, so you can dissect it and apply to yourself.
At the beginning of the course, professor Christensen started with a statement that resonated with me so deeply that I thought it’s going to be a remarkable journey:
Here are a few insights from the course:
Success is very hard to sustain and the common reason why successful companies fail is phenomena that we call disruption.
What initially might look like a sustaining strategy could result in losing strategic positions as a disruptor. Ask yourself - ‘Is there enough demand for this strategy on the market?
The problem is that something which is a core competence today might not be something that is a core competence tomorrow. Skate to where the money would be.
When an organizational bias for action drives doing, often thinking falls by the wayside. Great questions to ask yourself at the beginning are: ‘What is worth doing? How do you define what is successful or what’s not?’
How do you tell whether disruption is afoot? Almost always the signals come from the bottom of the market, not the top. And so the best customers that you need to listen to are not the most demanding customers because the signal that they'll give you is they need even better products. Down at the bottom of the market these are people who don't need the products that you're offering because you're offering them too much. And they just leave, they don't call you to say, "Oh, by the way, I want you to know why I'm not buying your products anymore." They just leave silently.
But the biggest insight for me is:
What about your organization?
Are you currently ‘skating’ where the money is?
I’ll be posting more insights from the course in the next series of posts about strategy.
Thanks for reading folks!
Leading software companies understand that they are in the customer-experience business, and they understand that if people won’t see the value within the first seconds of using the product they are done. And the main reason people have a hard time understanding the value is because they are being bombarded with features, onboarding tips, and ambiguous UI at the start.Read More
Strategy is the choices that you make in your business which mostly are going to determine whether you will succeed or fail. It’s usually a handful of choices that largely dictate the other choices that you make and which you can’t change very easily.Read More
You may not think about it explicitly, but you probably interview someone every day. It could be a customer, coworker, or competitor. Consider how many times you have interacted with someone who had important data and information that related to a problem you were working on.
Interviewing is a primary data collection method at McKinsey (one of the world’s top consulting firms.)Read More
Too many startups fail to listen to their audience and do the proper research. There are ways to save time when launching a business, but taking shortcuts with your customers will only hurt you in the long run. Learn how to do a proper user research, how to prioritize ideas and understand how to deliver value.Read More
Customers don't really buy products: They "hire" them to get a "job" done. Traditionally, in marketing, we used to describe mainly ‘Who we are targeting?’ and ‘What these people want?’ However, trying to ask what jobs customers are trying to get done can open new possibilities for your product or service.Read More